Ōtara-Papatoetoe Local Board

25 July 2023

Approval for a new private road at 159 and 161 Gray Avenue, Papatoetoe, Auckland

File No.: CP2023/09115

Te take mō te pūrongo

Purpose of the report

1. To seek approval from the Ōtara-Papatoetoe Local Board to name a new private road created by way of a subdivision development at 159 and 161 Gray Avenue, Papatoetoe.

Whakarāpopototanga matua

Executive summary

2. The Auckland Council Road Naming Guidelines (the guidelines) set out the requirements and criteria of the council for proposed road names. The guidelines state that where a new road needs to be named as a result of a subdivision or development, the subdivider /developer shall be given the opportunity of suggesting their preferred new road name/s for the local board’s approval.

3. The developer, who is the applicant in this matter, has proposed the names presented below for consideration by the local board.

4. The proposed road name options have also been assessed against the Australian & New Zealand Standard, Rural and Urban Addressing, AS NZS 4819:2011 and the Guidelines for Addressing in-fill Developments 2019 – LINZ OP G 01245 (the Standards). The technical matters required by those documents are considered to have been met and the proposed names are not duplicated elsewhere in the region or in close proximity. Mana whenua have been consulted in the manner required by the guidelines.

5. The proposed names for the new private road at 159 and 161 Gray Avenue, Papatoetoe are:

· Hanga Place (applicant’s preferred name)

· Ope Place (alternative)

· Ra Place (alternative).

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) approves the name Hanga Place for the new private road created by way of subdivision at 159 and 161 Gray Avenue, Papatoetoe, in accordance with section 319(1)(j) of the Local Government Act 1974 (Road naming reference RDN90107693, resource consent references BUN60333914 and SUB60333917).

Horopaki

Context

6. Resource consent for a subdivision at 159 and 161 Gray Avenue, Papatoetoe, reference BUN60333914 (subdivision reference number SUB60333917) was issued on 28 February 2019 to create eight residential lots and a commonly owned access lot (COAL).

7. Road and location plans of the development can be found in Attachments A and B.

8. In accordance with the standards, every public road and any private way, COAL, and right of way, that serves more than five lots generally require a new road name in order to ensure safe, logical and efficient street numbering.

9. In this development, the COAL therefore requires a name. The private road that requires a name is identified in Attachment A.

Tātaritanga me ngā tohutohu

Analysis and advice

10. The guidelines set out the requirements and criteria of the council for proposed road names. These requirements and criteria have been applied in this situation to ensure consistency of road naming across the Auckland region. The guidelines allow that where a new road needs to be named as a result of a subdivision or development, the subdivider/developer shall be given the opportunity of suggesting their preferred new road name/s for the local board’s approval.

11. The guidelines provide for road names to reflect one of the following local themes with the use of Māori names being actively encouraged:

· a historical, cultural, or ancestral linkage to an area; or

· a particular landscape, environmental or biodiversity theme or feature; or

· an existing (or introduced) thematic identity in the area.

12. Theme: The proposed names generally reflect the applicant’s aspirations and hopes.

Proposed name

Meaning (as described by applicant)

Hanga Place

(applicant’s preferred name)

Meaning ‘construction’ in Māori.

The applicant has been working in the building/construction sector since he has moved to New Zealand. He believes that the construction sector plays a significant role in providing new homes in New Zealand.

Ope Place

(alternative)

Meaning ‘army’ in Māori.

For the applicant and developer ‘army’ means peace and hope as it plays an important role in civil defence.

Ra Place

(alternative)

Meaning ‘sun’ in Māori.

13. Assessment: All the name options listed in the table above have been assessed by the council’s Subdivision Specialist team to ensure that they meet both the guidelines and the standards in respect of road naming. The technical standards are considered to have been generally met and duplicate names are not located in close proximity. However, the names do not have any particular linkage to their locality nor do they reflect any local themes.

14. The applicant was advised that alternative names, more reflective of a local theme could be suggested, but has determined to present the name options as proposed to the local board for consideration. It is for the local board to decide upon the suitability of any names within the local context and in accordance with the delegation, or to indicate any additional information that might be provided to enable the local board to make that decision.

15. Confirmation: Land Information New Zealand (LINZ) has confirmed that all of the proposed names are acceptable for use at this location.

16. Road Type: ‘Place’ is an acceptable road type for the new private road, suiting its form and layout.

17. Consultation: Mana whenua was consulted in line with the processes and requirements described in the guidelines. Additional commentary is provided in the Tauākī whakaaweawe Māori section that follows.

Tauākī whakaaweawe āhuarangi

Climate impact statement

18. The naming of roads has no effect on climate change. Relevant environmental issues have been considered under the provisions of the Resource Management Act 1991 and the associated approved resource consent for the development.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

19. The decision sought for this report has no identified impacts on other parts of the Council group. The views of council-controlled organisations were not required for the preparation of this advice.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

20. The decision sought for this report does not trigger any significant policy and is not considered to have any immediate local impact beyond those outlined in this report.

Tauākī whakaaweawe Māori

Māori impact statement

21. To aid local board decision-making, the guidelines include an objective of recognising cultural and ancestral linkages to areas of land through engagement with mana whenua, particularly through the resource consent approval process, and the allocation of road names where appropriate. The guidelines identify the process that enables mana whenua the opportunity to provide feedback on all road naming applications and in this instance, the process has been adhered to.

22. On 24 May 2023 mana whenua were contacted via the Council Consultation Facilitation Service on behalf of the applicant, as set out in the guidelines. Representatives of the following groups with an interest in the general area were contacted:

· Ngāi Tai Ki Tāmaki

· Te Kawerau ā Maki

· Ngāti Tamaoho

· Te Ākitai Waiohua

· Te Ahiwaru Waiohua

· Ngāti Te Ata Waiohua

· Ngāti Maru

· Ngāti Tamaterā

· Waikato-Tainui

· Ngāti Whanaunga.

23. By the close of the consultation period, feedback has been received from Te Ahiwaru Waiohua. The representative of Te Ahiwaru Waiohua has advised that they have no objection to the proposed names. No other response was received. It cannot be construed that a lack of response is indicative of acceptance of the names being proposed however the level of feedback received from mana whenua is often dependent on the scale of the development and its level of significance.

24. This site is not listed as a site of significance to mana whenua. Te Reo Māori names are proposed and Te Ahiwaru Waiohua did not object to any of the proposed names.

Ngā ritenga ā-pūtea

Financial implications

25. The road naming process does not raise any financial implications for the council.

26. The applicant has responsibility for ensuring that appropriate signage will be installed accordingly once approval is obtained for the new road names.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

27. There are no significant risks to council as road naming is a routine part of the subdivision development process, with consultation being a key component of the process.

Ngā koringa ā-muri

Next steps

28. Approved road names are notified to LINZ which records them on its New Zealand wide land information database. LINZ provides all updated information to other users, including emergency services.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Roading Plan	21
b ⇩	Location Map	23

Ngā kaihaina

Signatories

Author

Amy Cao - Subdivision Advisor

Authorisers

David Snowdon - Team Leader Subdivision

Shirley Coutts - Acting Local Area Manager

Ōtara-Papatoetoe Local Board

25 July 2023

2025 Auckland Council elections - electoral system

File No.: CP2023/09401

Te take mō te pūrongo

Purpose of the report

1. To provide feedback to the Governing Body on whether the electoral system should change from First Past the Post (FPP) to Single Transferable Voting (STV).

Whakarāpopototanga matua

Executive summary

2. The council has previously decided to retain FPP, giving priority to keeping the voting experience as simple as possible for the voter.

3. STV has recognised benefits as an electoral system and the Future for Local Government Review has recommended it be mandatory for all councils.

4. A key feature of STV is that it permits the voter to vote for the candidate they prefer without being deterred by the prospect their vote might be wasted if the candidate is not a popular choice. STV allows the voter’s vote to count towards the voter’s second preference if their first preference is not elected. Their vote may be transferred to subsequent preferences if this is required.

5. Another key feature of STV is that it can allow a more proportional outcome in a multi-member election. A “quota” defines the number of votes required to be elected. Under STV a minority group might have enough votes to elect the group’s candidate whereas under FPP a minority group may never be represented (those in a majority group will always outnumber those in a minority group).

6. A downside to STV is that it can add complexity to the voting experience for voters who do not have sufficient knowledge about candidates. In these situations, it is difficult enough for a voter to decide for whom to vote, without then having to decide a ranking. However, STV as practiced in New Zealand does not require a voter to indicate a preference for each position. A voter could just indicate a first preference if that is their wish.

7. It is also debatable whether voters in New Zealand local government elections vote in groups, whether those groups are political parties, or demographic groups. In local government elections overseas where STV is used candidates stand in political parties and voters align with such political parties. STV ensures the success of political party candidates is proportional to the voting patterns in the community. In New Zealand local government elections, voters and candidates do not align with political parties to the same extent (though there is some alignment) – the meaning of a proportional outcome is less clear.

8. This report sets out the key advantages and disadvantages of STV. On balance there may be a benefit to voters through being able to express preferences thereby avoiding wasting their vote, even though this introduces some complexities for some voters. The complexity associated with STV voting can be mitigated with simple and clear instructions on how to vote.

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) whakarite /provide feedback to the Governing Body on whether the electoral system should be changed from First Past the Post to Single Transferable Voting for the 2025 elections.

Horopaki

Context

9. The Local Electoral Act 2001 (LEA) provides for two electoral systems for council elections:

(i) First Past the Post (FPP)

(ii) Single Transferable Vote (STV).

10. Prior to each council election the council can decide which electoral system to use. If the council wishes to change its electoral system to STV it must resolve to change to STV for the next two elections by 12 September 2023 (LEA s 27). A council may resolve to conduct a poll (referendum) on whether to change to STV. This might be held as a standalone poll or in conjunction with the next election. Also, a petition from 5 per cent of electors can demand that the council conduct a poll.

11. Whenever the Governing Body has considered these matters in the past it has decided to retain FPP, its focus being on the voter and making the voting experience as simple as possible.

Tātaritanga me ngā tohutohu

Analysis and advice

FPP

12. FPP, also known as plurality voting, has the feature that candidates having more votes win over candidates having fewer votes. In a community which has minority groups, minority groups might never be represented if it is assumed that groups vote only for candidates representing their group or community of interest.

13. A simple scenario illustrates the implications. In this hypothetical scenario an electorate has a majority group and a minority group and each group puts up candidates for a multi-vacancy election (for example a multi-member ward). The majority group will out-vote the minority group for each vacancy because it has more voters and each voter can vote for each vacancy. FPP is characterised as a ‘winner takes all’ electoral system. In this simple scenario of a majority group and a minority group the minority group will never be represented. It does not have enough votes to out-vote the majority group. (In this example the term “group” is used generically. Discussion about FPP and proportional systems like STV in the literature is typically in terms of political groups. However the same arguments apply if the groups are demographic groups such as ethnic groups or age groups).

STV - features

14. For STV, voters mark the candidates in order of preference -1^st, 2^nd, 3^rd etc. To determine who is elected, a quota is determined from the number of votes and the number of positions to be filled. The first preferences for each candidate are counted. Any candidate who has votes equal to or greater than the quota is elected. Any surplus votes (over the quota) of the elected candidates are redistributed to voters' next preferences. When all surpluses have been redistributed, the last placed candidate is excluded and their votes redistributed to voters' next preferences. This process continues until the total number of candidates to be elected is reached.

15. One key feature of STV is the “quota”. This is the number of votes a candidate must receive in order to get elected. Because each voter has only one vote the total pool of votes is equal to the total number of electors who are voting. The quota is obtained by dividing the total votes by one more than the number of vacancies and adding a small number^{^[1]} to avoid a tie. For example, if the total number of voters is 10,000 and there are 4 vacancies, then the quota is obtained by dividing 10,000 by five to give 2,000 votes (plus a small number) as the quota. Any candidate reaching the quota will be elected^{^[2]}. If there was a majority group of 6,000 voters and a minority group of 4,000 voters the minority group now has a chance of electing a representative because it is able to provide the required 2,000 votes to elect a candidate (whereas under FPP the majority group could take all seats).

16. STV is considered to be a proportional electoral system in that the outcome of an election will be more closely proportionate to the voting patterns in the community, particularly in a multi-member election (single or double-member wards would not provide the scope for a range of groups to be represented).

17. A second key feature of STV is that it addresses the issue of wasted votes by enabling voters to express their preferences. FPP can discourage a voter from voting for the candidate they prefer because they know their vote would be wasted if the candidate was not likely to get elected. Under STV a voter’s first preference might be for the candidate they prefer but if that candidate was eliminated then their vote would go to their second preference and so on. Under STV it is safer for a voter to vote for the candidate they actually prefer because they know that if their preferred candidate is not eventually elected then their vote will count toward their second and subsequent preferences.

18. The aspect of wasted votes under FPP has been highlighted at mayoral elections. In the most recent mayoral election candidates withdrew to avoid voters wasting their votes on them. If STV had been in place this might not have been necessary.

19. For single-seat elections such as a mayoral election or election of one member in a single-seat ward, STV has the feature that a winning candidate will receive a majority of votes and not just more votes than other candidates. This is because at each iteration of vote counting the lowest scoring candidate is eliminated until, at the final iteration, the contest is between two candidates.

20. The Governing Body might resolve to provide for Māori representation by way of one or more Māori wards. There would, at most, be two members elected from a Māori ward. STV could assist those voting on the Māori roll – a voter could express a first preference for a candidate that represents their own mana whenua group and also express a second and subsequent preferences in case that candidate did not get elected.

STV – concerns

Voter turnout

21. The effect of varying patterns of voter turnout might be a greater concern than achieving proportionality. For proportionality to be achieved it is best to have multi-member electorates. Governing Body wards are currently single or double member wards. As noted in the review of the 2022 elections there are widely varying voter turnout patterns around Auckland. If, say, a six-member ward was created, being three times the size of a double-member ward, then the differences in voter turnout within the ward might be of more significant concern than achieving proportionality through STV.

22. For example, if the Manukau, Howick and Manurewa-Papakura wards were combined then the part of this new large ward that would have the most voter turnout would be in the Howick area. It is possible that Howick voters would determine who represented Māngere and Ōtara.

23. The ward system spreads representation around Auckland geographically and because of the varying voter turnout patterns might be of more importance in terms of achieving representation of communities than adopting STV. STV might still be of benefit in single-member ward elections because of its preferential voting features which address the wasted vote issue. Local board elections use multi-member electorates (members are elected at-large or by subdivisions) and STV could be of benefit in achieving proportional representation.

New Zealand council elections not party- based

24. In New Zealand local government elections achieving a proportional result might not be very meaningful. The proportionality benefits of STV are usually explained in terms of voters voting in groups for candidates that represent the voters’ groups. For example, if there are younger voters who make up a proportion of the electorate but there are a greater number of older voters who vote for candidates in their own age group the younger voters as a group might not be represented under FPP^{^[3]} but under STV might be able to achieve sufficient votes to reach the quota. However, if voters do not vote in groups then it is difficult to explain how STV might enhance proportionality. In local government elections voting in groups does not occur to the extent it occurs in Parliamentary elections when voters align with political parties.

25. In local elections overseas where STV is used such as Ireland and Scotland, candidates are party-based. If, in New Zealand local government elections, voters tend to vote for candidates they consider to be the best candidates regardless of political group, age group, ethnic group or other type of group, then the proportionality benefits of STV are more difficult to argue.

Complexity

26. STV adds complexity for the voter. For example, at the 2022 local elections the Manurewa Local Board had 8 vacancies and 29 candidates. The voter is faced with deciding not only which 8 of the 29 candidates should be elected but how to rank them (noting there is no requirement to vote for, or express a preference for, each vacancy). This could make the task of voting more difficult for a voter who does not have any knowledge of candidates other than the information presented in the accompanying profile statements. On the other hand it might make voting a better experience for a voter who does have knowledge of all candidates, has clear preferences for candidates and wishes to use their vote to have an effect on who is elected. Ensuring the voting experience is user-friendly has been a key concern of the council in the past.

27. Hamilton City Council in 2022 moved to STV (and also established a Māori ward) for the first time. It experienced the lowest voter turnout nationally in 2022 at 29.4 per cent.

STV – other councils in New Zealand

28. The following tables list which city and regional councils adopted FPP / STV for the 2022 elections^{^[4]}.

29. Territorial authorities – Auckland Council and city councils (omitting district councils).

30. Data in the table below includes voter turnout, informal votes and election of women councillors. There tend to be more informal votes under STV (voters not marking their voting documents correctly and therefore not counted). STV does not seem to have had a significant effect in 2022 on voter turnout (except for Hamilton) or the election of women councillors.

		Voter turnout	Total votes	Informal votes	Informal votes %	Total coun-cillors	Women coun-cillors	Women coun-cillors %
Auckland Council	FPP	35.2%	404,541	488	0.12	20	8	40.0
Christchurch City Council	FPP	44.4%	120,210	432	0.36	16	5	31.3
Hutt City Council	FPP	41.0%	64,002	250	0.39	12	5	41.7
Invercargill City Council	FPP	53.2%	20,907	87	0.42	12	4	33.3
Napier City Council	FPP	43.9%	18,451	31	0.17	12	6	50.0
Upper Hutt City Council	FPP	43.9%	24,296	42	0.17	10	4	40.0
Dunedin City Council	STV	40.1%	48,133	961	2.00	14	6	30.6
Hamilton City Council	STV	29.4%	32,357	846	2.61	14	7	50.0
Nelson City Council	STV	53.2%	41,794	937	2.24	12	2	16.7
Palmerston North City Council	STV	38.6%	21,370	515	2.41	15	6	40.0
Porirua City Council	STV	37.3%	15,640	212	1.36	10	4	40.0
Wellington City Council	STV	45.5%	73,067	287	0.39	15	8	53.3

Regional councils

Bay Of Plenty Regional Council	FPP
Southland Regional Council	FPP
Hawke's Bay Regional Council	FPP
Northland Regional Council	FPP
Taranaki Regional Council	FPP
Waikato Regional Council	FPP
West Coast Regional Council	FPP
Canterbury Regional Council	FPP
Otago Regional Council	FPP
Manawatū-Whanganui Regional Council	FPP
Wellington Regional Council	STV

STV – Future for local government review

31. The Future for Local Government Review Panel has recommended that STV becomes mandatory for all council elections^{^[5]}:

32. “STV can be more representative of voters’ choices because a vote can be transferred if a preferred candidate does not meet a certain threshold. This transfer of votes avoids wasted ballots. Early research demonstrates that STV leads to improvements in the representation of women (Vowles and Hayward 2021). However, the representative benefits of STV work best when there is a large pool of candidates and wards with more than one seat being contested.”

33. It is unknown whether this, or any other recommendation, will be implemented by the incoming Government in time to be in place for the 2025 elections.

STV – poll

34. The council is required to give public notice by 19 September 2023 of the right for 5 per cent of electors to demand a poll on the electoral system to be used for the 2025 elections. Such a public notice is required prior to each election and, in the past, has not resulted in any interest for a poll on whether to change to STV.

35. The council itself may resolve to conduct a poll on the electoral system to be used. A stand-alone poll on changing to STV for 2025 would cost $1.2 – 1.3 million. A poll held in conjunction with the 2025 elections on whether to change to STV for 2028 would cost an additional $90,000 - $120,000.

Conclusion

36. While there are arguments for and against STV, on balance the ability for voters to express preferences is a benefit and is likely to become mandatory if the Future For Local Government Review Panel’s recommendations are implemented.

Tauākī whakaaweawe āhuarangi

Climate impact statement

37. A change of electoral system will not impact climate change.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

38. A decision about the electoral system affects the election of the mayor, councillors and local board members. It does not have an impact on the council group.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

39. This report sets out the benefits and disadvantages of the STV electoral system. The choice of electoral system impacts the election of local board members. Because local board elections are at-large or by multi-member subdivision the proportionality aspects of STV could be of benefit in achieving an outcome that is proportional to the voting patterns in the community.

Tauākī whakaaweawe Māori

Māori impact statement

40. The Governing Body is considering providing for Māori representation by way of a Māori ward. STV would allow those on the Māori roll to express first preferences for their own mana whenua group candidates while allowing second and subsequent preferences to be counted if their first preference is not elected.

Ngā ritenga ā-pūtea

Financial implications

41. There would be some minor additional cost associated with using STV as compared to FPP due to STV requiring more processing.

42. There would be an additional cost if the council chose to conduct a poll on whether to change to STV as outlined earlier in the report.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

43. If the electoral system is changed to STV it will be important to provide very simple and clear advice to voters on how to vote.

44. Ballot order effect can be more pronounced the harder voting is for a voter. Under STV there may be more of a risk that candidate names at the top of the list might be selected. One mitigation would be to order candidate names randomly. A report on the order of candidate names will be presented for feedback in due course.

Ngā koringa ā-muri

Next steps

45. The feedback from the local board will be conveyed to the Governing Body.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Warwick McNaughton - Principal Advisor

Authorisers

Carol Hayward - Team Leader Operations and Policy

Louise Mason - General Manager Local Board Services

Shirley Coutts - Acting Local Area Manager

Ōtara-Papatoetoe Local Board

25 July 2023

Council-controlled organisation update on work programme items (Apr-Jun 2023) and expected milestones (Jul-Sep 2023)

File No.: CP2023/08475

Te take mō te pūrongo

Purpose of the report

1. To provide the council-controlled organisation (CCO) work programme (Apr-Jun 2023) update, and expected milestones and engagement approaches for Quarter One (Jul-Sep 2023).

Whakarāpopototanga matua

Executive summary

2. The 2022/2023 CCO Local Board Joint Engagement Plans were adopted in June 2022. These plans record CCO responsibilities and local board commitments with Auckland Transport, Tātaki Auckland Unlimited, Eke Panuku Development Auckland and Watercare.

3. Local boards and CCOs were expected to review the joint engagement plans (CCO responsibilities and local board commitments) in June 2023. Due to annual budget impacts and CCO staff restructures, this review is now recommended to occur in September 2023.

4. CCOs provide local boards with the CCO work programme in their area. Each work programme item lists the engagement approach with the local board, activity status, updates and milestones anticipated for the next quarter.

5. Providing local boards with the CCO work programme addresses the 2020 CCO Review’s recommendation to coordinate CCO actions better at the local level.

6. As per the 2022/2023 CCO Local Board Joint Engagement Plans:

· CCOs, when creating their work programme, consider the priorities identified in the local board plan and any relevant strategies or policies specific to the local board area

· Local boards advise CCOs of issues or projects of significance, communicate the interests and preferences of their communities and allow for flexibility in terms of engagement, recognising differing levels of interest.

7. CCOs and local boards workshop the CCO work programme and engagement approach regularly to identify and maximise opportunities for good community outcomes within the local board area.

8. This report provides a formal update on the CCO work programme items from April to June 2023 and the engagement approach and anticipated milestones for Quarter One (Jul-Sep 2023).

9. The Ōtara-Papatoetoe Local Board will receive the next update in October 2023 which will include an update on projects from Quarter One (Jul-Sep 2023) and expected milestones and engagement approaches for work in Quarter Two (Oct-Dec 2023).

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) whiwhi / receive the council-controlled organisation update on the work programme (Apr-June 2023) and anticipated milestones and engagement approaches for Quarter One (Jul-Sep 2023).

Horopaki

Context

What are CCO Local Board Joint Engagement Plans?

10. The 2020 Review of Auckland Council’s council-controlled organisations recommended that CCOs and local boards adopt an engagement plan to:

· help cement CCO and local board relations

· agree on a common understanding of accountability between CCOs and local boards

· coordinate CCO actions better at the local level.

11. These plans record the commitment between Auckland Transport, Tātaki Auckland Unlimited, Eke Panuku Development Auckland, Watercare and the local boards to work together.

12. Each local board adopted their 2022/2023 CCO Local Board Joint Engagement Plans in June 2022. These plans include CCO responsibilities and local board commitments.

13. This report does not update the CCO responsibilities and local board commitments. Local boards were expected to revise their engagement plans in June 2023. Due to annual budget impacts and CCO staff restructures, this is now recommended to occur in September 2023.

What are the CCO work programme items?

14. CCOs provide local boards with a work programme that lists the different CCO projects happening in the local board area.

15. The work programme is not a full list of projects in the Ōtara-Papatoetoe Local Board area. It includes work programme items for engagement purposes. Providing local boards with the CCO work programme addresses the 2020 CCO Review’s recommendation to coordinate CCO actions better at the local level.

16. As per the joint engagement plans:

· CCOs, when creating their work programme, consider the priorities identified in the local board plan and any relevant strategies or policies specific to the local board area

· Local boards advise CCOs of issues or projects of significance, to communicate the interests and preferences of their communities and to allow for flexibility in terms of engagement, recognising differing levels of interest.

17. Each work programme item records an engagement approach with the local board, activity status, updates and milestones anticipated for the next quarter.

18. The CCO work programme is intended to be reported through a local board business meeting quarterly for clarity and transparency. These updates may include the following types of changes:

· new work programme items and proposed engagement level

· changes to the engagement approach with the local board

· updates to status or anticipated milestones during the next quarter.

19. The work programme and engagement approach are workshopped regularly between CCOs and local boards to identify and maximise opportunities for good community outcomes within the local board area.

20. The engagement approach is based on the International Association for Public Participation (IAP2) standards which are provided in Table 1 below. Note that the “involve” and “empower” categories are not included in the CCO reporting as decided when the joint engagement plans were adopted.

Table 1: International Association for Public Participation (IAP2) Engagement Approach Levels

CCO engagement approach	Commitment to local boards
Inform	CCOs will keep local boards informed.
Consult	CCOs will keep local boards informed, listen to and acknowledge concerns and aspirations, and provide feedback on how local board input influenced the decision. CCOs will seek local board feedback on drafts and proposals.
Collaborate	CCOs will work together with local boards to formulate solutions and incorporate their advice and recommendations into the decisions to the maximum extent possible.

21. Local boards received the last update to the CCO work programme and engagement approach in April 2023.

Tātaritanga me ngā tohutohu

Analysis and advice

22. The following sections list changes since April 2023 to the CCO work programme for any:

· completed work programme items

· new work programme items.

23. More detailed updates to the CCO work programme are provided in Attachments A-C.

Auckland Transport

Completed work programme items since April 2023

24. Auckland Transport has completed the following work programme items:

· At the time of writing this report, the update on the AT CCO Engagement Plan for Ōtara-Papatoetoe has not been received.

25. The Ōtara-Papatoetoe Local Board approved (Resolution number OP/2023/1) in their business meeting in April 2023 Local Board Transport Capital budgets for:

· Pedestrian Crossing for Bairds Mainfreight Primary for a new raised crossing on Edward Avenue

· Hill Street/Wylie Road project

Changes to work programme item engagement levels since April 2023

26. There are no changes to engagement levels to report.

27. Auckland Transport’s work programme items are expected to be tabled at the business meeting.

Tātaki Auckland Unlimited

Completed work programme items since April 2023

28. Tātaki Auckland Unlimited has completed the following work programme items:

· The board funded (2022/2023) the ‘Young Enterprise’ programme, delivered by Auckland Chamber of Commerce, on behalf of the Young Enterprise Trust, responsible for the Young Enterprise Scheme (YES) in Auckland. Tātaki Auckland Unlimited as the economic development agency is a strategic partner supporting the delivery of YES – a year-long programme for year 12 and 13 students. The quarterly report to the board will give a final update on the status of the programme.

New work programme items since April 2023

29. There are no new work programme items to report A Tātaki Auckland Unlimited has added new projects to the work programme including:

· It is relevant to note that the venue selected for the regional Lantern Festival (March 2023) was the Manukau Sports Bowl, situated in the Ōtara-Papatoetoe Local Board area. The event was cancelled due to the impact from floods and storms earlier in the year

· The planning continues for Lantern and Pasifika festivals 2024.

Changes to the engagement levels have been made to the following work programme items:

There are no changes to engagement levels to report.

30. Tātaki Auckland Unlimited’s work programme items are provided in Attachment A.

Eke Panuku Development Auckland

Completed work programme items since April 2023

31. Eke Panuku Development Auckland has completed the following work programme items:

· Barrowcliffe Bridge is completed and recommended to be removed from the list of engagement projects

· The Hayman Park playground project is complete. At the time of writing this report a dawn blessing is scheduled on the July 21, 2023. This is a key project of the Ōtara-Papatoetoe Local Board Plan 2020 with the board’s aspiration for Hayman park to be a destination park

· The Hayman Park wetland concept design nearly finalised.

New work programme items since April 2023

· There are no new work programme items to report.

Changes to work programme item engagement levels since April 2023

32. Changes to the engagement levels have been made to the following work programme items:

· Manukau Square and Pavilion project is being reprioritised due to budget reductions. Eke Panuku recommend removing this project from the engagement work programme

There are no changes to engagement levels to report.

33. Eke Panuku’s work programme items are provided in Attachment B.

Watercare

Completed work programme items since April 2023

34. Watercare has completed the following work programme items:

· There are no completed work programme items to report

· Ōtara Wastewater Network Upgrades - Tender is being finalised and resource consent process is underway.

New work programme items since April 2023

35. There are no new work programme items to report.

Changes to work programme item engagement levels since April 2023

36. Changes to the engagement levels have been made to the following work programme items:

There are no changes to engagement levels to report.

37. Watercare’s work programme items are provided in Attachment C.

Tauākī whakaaweawe āhuarangi

Climate impact statement

38. This report does not have a direct impact on climate, however the projects it refers to will.

39. Each CCO must work within Te Tāruke-ā-Tāwhiri: Auckland's Climate Action Framework. Information on climate impacts will be provided to local boards on a project or programme basis.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

40. Local boards advise CCOs of issues or projects of significance, communicate the interests and preferences of their communities and allow for flexibility in terms of engagement, recognising differing levels of interest.

41. The joint engagement plans and work programme items are shared with the integration teams that implement local board work programmes and give council staff greater ongoing visibility of CCO work programmes.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

42. This report on the CCO work programme items ensures the communication of clear, up-to-date information from CCOs to local boards on projects in their area.

43. As per the joint engagement plan, CCOs, when creating their work programme, consider the priorities identified in the local board plan and any relevant strategies or policies specific to the local board area.

Tauākī whakaaweawe Māori

Māori impact statement

44. This report does not have a direct impact on Māori, however the projects it refers to will.

45. Local boards and CCOs provide opportunities for Māori to contribute to their decision-making processes. These opportunities will be worked on a project or programme basis.

Ngā ritenga ā-pūtea

Financial implications

46. This report does not have financial impacts on local boards.

47. Any financial implications or opportunities will be provided to local boards on a project or programme basis.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

48. Some local boards expressed concern over the quality of CCO work programme reporting in April 2023 and provided views on requiring more regular engagement with CCOs. All local board resolutions in April 2023 were sent to the relative CCO staff for their consideration.

49. If local boards prefer a more formal commitment for workshops with their CCOs, this arrangement can be addressed through revision of the next CCO joint engagement plans (CCO responsibilities and local board commitments) in September 2023.

Ngā koringa ā-muri

Next steps

50. The local board will receive the next CCO work programme report in October 2023 which will include an update on projects from Quarter One (Jul-Sep 2023) and expected milestones for work in Quarter Two (Oct-Dec 2023).

51. CCOs and local boards will have an opportunity to workshop the CCO forward work programme through August and September before the next report in October 2023.

52. CCOs and local boards are expected to revise their next joint engagement plans (CCO responsibilities and local board commitments) in September 2023.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Tataki Auckland Unlimited	39
b ⇩	Eke Panuku	43
c ⇩	Watercare	45

Ngā kaihaina

Signatories

Authors

Maclean Grindell - Senior Local Board Advisor

Rina Tagore - Senior Local Board Advisor

Authoriser

Shirley Coutts - Acting Local Area Manager

Ōtara-Papatoetoe Local Board

25 July 2023

Local board resolution responses and information report - Pursuit of Excellence

File No.: CP2023/07397

Te take mō te pūrongo

Purpose of the report

1. This report provides a summary of resolution responses and information reports for circulation to the Ōtara-Papatoetoe Local Board.

Information reports for the local board

2. The Pursuit of Excellence Awards Panel decision made on 13 June 2023 is attached to this report in Attachment A.

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) tuhi ā-taipitopito / note the Pursuit of Excellence panel decision made on 13 June 2023 below:

Application ID	Applicant	Requesting funding for	Amount requested	Amount Allocated
2223OPEA46	Ms Candy Tusini-Rex	New Zealand Principals Conference	$2,000.00	$0.00
2223OPEA47	Ms Candy Tusini - Rex	Aspiring Leaders Conference	$2,000.00	$1,416.00
2223OPEA48	Mr Tyler Tafili	New Zealand Junior Rugby Festival Queenstown 2023	$2,000.00	$1,416.00
2223OPEA49	Mr Tyrone Tafili	New Zealand Junior Rugby Festival Queenstown 2023	$2,000.00	$1,416.00
2223OPEA50	Mr Ethan Rasch-Lemafa	New Zealand Junior Rugby Festival Queenstown 2023	$2,000.00	$1,416.00
2223OPEA51	Mr Dominic Mealamu	New Zealand Junior Rugby Festival Queenstown 2023	$2,000.00	$1,416.00
2223OPEA52	Mr Seci Vulimaidavuilevu	New Zealand Junior Rugby Festival Queenstown 2023	$2,000.00	$1,416.00
2223OPEA53	Mr Justus Sao-Mafiti	New Zealand Junior Rugby Festival Queenstown 2023	$2,000.00	$1,416.00
2223OPEA59	Mr Atonio Lelaulu	New Zealand Junior Rugby Festival Queenstown 2023	$2,000.00	$1,416.00
2223OPEA60	Miss Elizabeth Salesa	Aspiring Leaders Conference	$2,000.00	$1,416.00
2223OPEA61	Mr Sarbjot Singh	Aspiring Leaders Conference	$2,000.00	$0.00
2223OPEA62	Mr Elijah Tiatia	Aspiring Leaders Conference	$2,000.00	$0.00
2223OPEA63	Miss Tyla Paoo	Aspiring Leaders Conference	$2,000.00	$1,416.00
2223OPEA64	Mr TJ Tupu Joseph Ane	Aspiring Leaders Conference	$2,000.00	$0.00
2223OPEA65	Miss Makayla Vatuvei	Aspiring Leaders Conference	$2,000.00	$1,416.00
2223OPEA68	Mr Benjamin Godsmark	NASA Space Camp	$2,000.00	$1,416.00
2223OPEA70	Miss Nevaiahlia Leuamuli	NASA Space Camp	$2,000.00	$0.00
Application ID	Applicant	Requesting funding for	Amount requested	Amount Allocated
2223OPEA71	Miss Nevaeh Mary Tawhi - Marsters	NASA Space Camp	$2,000.00	$0.00
2223OPEA72	Miss Terangi Parima	NASA Space Camp	$2,000.00	$0.00
2223OPEA73	Mr Kobe Ru	NASA Space Camp	$2,000.00	$1,416.00
2223OPEA74	Miss Ihapera Martin Waru	NASA Space Camp	$2,000.00	$1,416.00
2223OPEA75	Rasheed Bodija	NASA Space Camp	$2,000.00	$0.00
2223OPEA76	Miss Danielle Tupuanai Viliamu	NASA Space Camp	$2,000.00	$1,416.00
2223OPEA77	Ms Waila Khel	NASA Space Camp	$2,000.00	$1,416.00
2223OPEA78	Mr Cruz Bratton	NASA Space Camp	$2,000.00	$1,416.00
2223OPEA79	Mr Kimiora Natua	NASA Space Camp	$2,000.00	$1,416.00
2223OPEA80	Mr Ethaniel Leaupepe	NASA Space Camp	$2,000.00	$0.00
2223OPEA81	Mr Daman Taviliniu	NASA Space Camp	$2,000.00	$1,416.00
2223OPEA82	Miss Agnes Taefu	NASA Space Camp	$2,000.00	$1,416.00
2223OPEA84	Miss Harmony Siaea	NZ Principals Conference	$2,000.00	$0.00
2223OPEA85	Miss Valerie Veiao	NZ Principals Conference	$2,000.00	$0.00
2223OPEA88	Miss Kopi Gretel Laalaai-Suasua	NASA Space Camp	$2,000.00	$1,416.00
2223OPEA89	Mr Lorenzo Akanoa	NASA Space Camp	$2,000.00	$1,416.00
2223OPEA91	Miss Tyla Paoo	New Zealand Principals Conference	$2,000.00	$0.00
2223OPEA93	Miss Porsha Bridgeman Davis	Ōtara awards 2023	$1,700.00	$0.00
Total			$69,700.00	$31,152.00

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Pursuit of Excellence Grant decision - 13 June 2023	49

Ngā kaihaina

Signatories

Author	Carol McGarry - Democracy Advisor
Authoriser	Manoj Ragupathy - Local Area Manager

No.	Title	Page
a ⇩	Hōtaka Kaupapa	113

No.	Title	Page
a ⇩	Ōtara-Papatoetoe Local Board, 6 June 2023	117
b ⇩	Ōtara-Papatoetoe Local Board, 13 June 2023	119
c ⇩	Ōtara-Papatoetoe Local Board, 27 June 2023	121

Ōtara-Papatoetoe Local Board

25 July 2023

Approval of the 2023/2024 Ōtara-Papatoetoe Local Board Governance Work Programme

File No.: CP2023/09357

Te take mō te pūrongo

Purpose of the report

1. To approve the 2023/2024 Ōtara-Papatoetoe Local Board Governance work programme.

Whakarāpopototanga matua

Executive summary

2. This report presents the Ōtara-Papatoetoe Local Board’s Governance work programme and associated budgets for approval for the 2023/2024 financial year.

3. The work programme responds to the outcomes and objectives identified in the Ōtara-Papatoetoe Local Board Plan 2020.

4. In June 2023, the Governing Body adopted the FY2023/2024 budget, which has seen reductions in council budgets, including local board budget allocations. The impact of these reductions were workshopped with the board in May and June 2023.

5. The work programme has been developed through a series of workshops between November 2022 and June 2023, where the local board provided feedback to staff on programme and activity prioritisation.

6. The local board indicated its support for the following activities to be delivered in 2023/2024, with budgets as listed below:

· TUIA Programme $3,000

· Ara Kōtui $6,000

· Enhancing inclusion in local decision-making $50,000

· Community engagement $10,000

· Diversity fora $12,000.

7. The proposed work programme has a total value of $81,000 which can be funded from within the board’s draft locally driven initiatives (LDI) budget for the 2023/2024 financial year.

8. Updates on the delivery of this work programme will be provided through the board’s quarterly performance reports.

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) whakaae / approve its 2023/2024 Governance work programme and associated budgets, as summarised in the table below:

Activity name	2023/2024 budget for approval
Achieving Māori Outcomes: Tuia Programme	$3,000.00
Achieving Māori Outcomes: Ara Kōtui	$6,000.00
Enhancing inclusion in local decision-making	$50,000.00
Community engagement	$10,000.00
Diversity fora	$12,000.00
Total	$81,000.00

b) tuhi ā-taipitopito / note that further information will be provided at the local board business meeting on the three work programme items that are not included in Attachment A (Enhancing inclusion in local decision-making, Community engagement and Diversity fora)

Horopaki

Context

9. The Governance directorate supports the local board to engage with and represent their communities and make decisions on local activities. This support includes providing strategic advice, leadership of the preparation of local board plans, support in developing local board agreements, community engagement including relationships with mana whenua and Māori communities, and democracy and administrative support.

10. Each year, the local board considers activities to allocate its annual budget toward through a series of workshops with staff. The local board feedback in these workshops has informed the development of the Governance work programme (Attachment A).

11. In June 2023, the Governing Body adopted the council’s 2023/2024 budget, which has reduced some council budgets, including local board budgets. This reduction has meant cuts to programmes that were approved in principle through the 2022/2023 work programme report, including reduced funding to individual activities or stopping activities. These cuts were workshopped with the board in May and June 2023.

12. This proposed work programme responds to the outcomes and objectives identified in the Ōtara-Papatoetoe Local Board Plan 2020. The specific outcomes and objectives reflected in the work programme include:

· Outcome 3: A thriving, inclusive and safe community

o Objective: Recognising and making Māori and Pacific arts, culture and history visible in public places

o Objective: Encouraging rangatahi, young people and seniors take part in civic life

· Outcome 4: Parks and facilities that meet our people’s needs

o Objective: Developing co-governance arrangements with mana whenua

o Objective: Celebrate a thriving Māori identity as Auckland’s point of difference in the world.

13. The following adopted framework also guided the development of the work programme:

· Kia Ora Tāmaki Makaurau: A framework to measure Māori wellbeing outcomes and performance for Tāmaki Makaurau.

Māori Outcomes

14. Local boards play a vital role in representing the interests of all Aucklanders and are committed to their Treaty-based obligations and to enabling effective Māori participation (Kia Ora te Hononga).

15. Auckland Council has important statutory obligations with respect to Te Tiriti o Waitangi. Honouring Te Tiriti o Waitangi and supporting Māori outcomes are implicit within the entire work programme.

16. The local boards recognise the importance of building meaningful relationships with mana whenua, mataawaka and whānau, and understanding Māori aspirations.

17. There is a wide range of activity occurring across Tāmaki Makaurau to advance Māori outcomes. Much of this is led by mana whenua and Māori organisations, as well as government organisations, non-government organisations and businesses.

18. The Auckland Plan’s focus on effective Māori participation is encapsulated in the outcome Kia ora te Hononga.

19. Kia Ora Tāmaki Makaurau, the council’s Māori outcomes performance measurement framework, informs the majority of the council’s implementation of Māori outcomes. The framework responds to needs and aspirations that Māori in Tāmaki Makaurau, both mana whenua and mataawaka, have expressed to the council.

20. Table one shows the Māori Outcomes strategic priorities within Kia Ora Tāmaki Makaurau.

Table one: Kia Ora Tāmaki Makaurau Māori Outcomes Strategic Priorities

Kia Ora Tāmaki Makaurau Strategic Priorities
Kia Ora te Taiao	Kaitiakitanga
Kia Ora te Umanga	Māori business, tourism and employment
Kia Ora te Ahurea	Māori identity and culture
Kia Ora te Marae	Marae development
Kia Ora te Kāinga	Papakāinga and Māori housing
Kia Ora te Rangatahi	Realising rangatahi potential
Kia Ora te Reo	Te reo Māori
Kia Ora te Hononga	Effective Māori participation
Kia Ora te Whānau	Whānau and tamariki wellbeing

21. Local Board Services leads or contributes to local board initiatives that align with Kia Ora te Hononga, and Kia Ora te Rangatahi.

Tātaritanga me ngā tohutohu

Analysis and advice

22. The proposed work programme is made up of activities continuing from previous financial years. These programmes contribute towards the delivery of the Ōtara-Papatoetoe Local Board Plan 2020, as detailed above.

23. This report seeks local board approval for budgets and activities in 2023/2024.

24. The proposed activities for delivery as part of the board’s 2023/2024 Governance work programme are detailed below.

Ara Kōtui - $6,000

25. The board has indicated that it would like to continue Ara Kōtui in the 2023/2024 financial year.

26. The board is one of five local boards who make up Ara Kōtui (Ōtara-Papatoetoe, Māngere-Ōtāhuhu, Ōtara-Papatoetoe, Manurewa, and Papakura Local Boards) alongside representatives from mana whenua.

27. These local boards comprise the ‘southern’ local boards, and collectively have an interest in building relationships and partnering with mana whenua iwi who also have an interest in the southern local board areas.

28. In 2022/2023 financial year, each of the member local boards contributed between $5,000 and $11,000 to co-fund Ara Kōtui. This was primarily allocated towards mana whenua attendance fees, and to a council run induction day for elected members introducing Māori in the south and Te Tiriti o Waitangi.

29. Staff recommend that each of the five member boards each contribute $6,000 towards Ara Kōtui in the 2023/2024 financial year, allowing a total budget of $30,000. Staff recommend that this funding supports:

· mana whenua attendance fees at Ara Kōtui

· any other actions that support building relationship and understanding between local boards and mana whenua, such as collective or individual hui, or cultural induction led by mana whenua.

TUIA rangatahi mentoring programme - $3,000

30. The board has indicated that it would like to continue the TUIA rangatahi mentoring programme in the 2023/2024 financial year.

31. Staff recommend that the board contribute a total budget of $3,000 towards ongoing delivery of this programme in 2023/2024. Staff recommend that this funding supports:

· rangatahi attendance and associated expenses to attend wānanga

· any other expenses associated with delivery of this programme.

Enhancing inclusion in local decision-making - $50,000

32. The board has indicated that it would like to commence funding a programme on enhancing inclusion in local decision-making in the 2023/2024 financial year.

33. The primary focus of this programme would be to explore options for having mana whenua involved formally in the decision-making process of the local board. These arrangements would complement the partnership goals of Ara Kōtui.

34. Staff will provide further advice in quarter 2 (October – December 2023) on scope and potential element for this programme.

35. Staff recommend that the board allocate $50,000 towards this programme in 2023/2024.

Community Engagement - $10,000

36. The board has indicated that it would like to commence a programme to increase engagement and community participation with diverse communities in the 2023/2024 financial year.

37. The focus of this programme is to fund engagement collateral and support hui and fono within the local area related to the local board plan, annual budget and other engagement initiatives that are not part of the work programme.

38. Staff recommend that the board allocate $10,000 towards this programme in 2023/2024.

Diversity fora - $12,000

39. The board has indicated that it would like to continue to support funding the diversity fora in the 2023/2024 financial year.

40. This initiative was previously included in the “Diverse Participation: Empower diverse communities and foster connections” programme in the 2022/2023 financial year.

41. The objective of the fora is to offer a space for Ōtara-Papatoetoe Local Board members to network, engage and share information with local community groups, community champions and service provider networks. Two fora will be held in the 2023/2024 financial year.

42. Staff recommend that the board allocate $12,000 towards this programme in 2023/2024.

Tauākī whakaaweawe āhuarangi

Climate impact statement

43. Each activity in the work programme is assessed to identify whether it will have a positive, neutral, or negative impact on greenhouse gas emissions and contributing towards climate change adaptation.

44. The activities in the Governance work programme have no direct impact on climate change.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

45. The Governance work programme is primarily delivered through staff support from within Local Board Services.

46. Mentoring opportunities through the TUIA programme may require co-operation from other council departments and Council Controlled Organisations.

47. Local Board Services co-ordinates with other departments as required to deliver the Governance work programme, with particular support from the Local Communications Specialist, and the Customer and Community Services Specialist Advisor roles.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

48. The projects proposed for inclusion in the board’s Governance work programme are a continuation of existing projects delivered in previous years.

49. The programmes noted above align with the local board plan outcomes: Outcome 3: A thriving, inclusive and safe community, and Outcome 4: Parks and facilities that meet our people’s needs. The proposed work programme has been considered by the local board in a series of workshops from November 2022 to June 2023. The views expressed by local board members during the workshops have informed the recommended work programme.

Tauākī whakaaweawe Māori

Māori impact statement

50. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its broader obligations to Māori.

51. The work programme includes activities that aim to deliver outcomes for and with Māori, in alignment with the strategic priority area Kia ora te Hononga in Kia Ora Tāmaki Makaurau (Auckland Council’s Māori Outcome Framework). Progress on how the activities are achieving these outcomes will be reported to the local board on a quarterly basis.

52. Table two outlines the activities in the 2023/2024 work programme that contribute towards the delivery of Kia ora te Hononga.

Table two: Māori outcome delivery through proposed activities

Activity name	Māori outcome
Ara Kōtui	Kia Ora Te Hononga: Effective Māori participation
TUIA rangatahi mentoring programme	Kia Ora Te Hononga: Effective Māori participation Kia Ora Te Rangatahi: Realising rangatahi potential
Enhancing inclusion in local decision-making	Kia Ora te Hononga: Effective Māori participation Kia Ora te Ahurea: Māori identity and culture
Community engagement	Kia Ora te Hononga: Effective Māori participation

53. During the Annual Budget consultation, mana whenua and Māori communities indicated that retaining all local board funding for initiatives delivering to Māori Outcomes was a high priority.

Ngā ritenga ā-pūtea

Financial implications

54. The proposed Governance work programme for 2023/2024 totals $81,000 of the local board’s locally driven initiatives (LDI) operational budget. This amount can be accommodated within the board’s total budget for 2023/2024.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

55. If the proposed Governance Work Programme is not approved in a timely manner, there is a risk that activities may be delayed or not delivered within the financial year.

56. Resourcing of the work programme is based on current staff capacity within Local Board Services Department. Therefore, changes to staff capacity may also have an impact on work programme delivery.

57. Delivery of the work programme is also subject to mana whenua, rangatahi and elected mentor participation.

58. Table three shows the key risks associated with activities in the proposed 2023/2024 work programme, as well as proposed mitigations.

Table three: Key risks and mitigations for activities

Activity name	Risk	Mitigation	Rating after mitigation
Ara Kōtui	There is a risk that mana whenua representatives do not attend hui.	Staff work to ensure topics for hui are of interest to mana whenua.	Low
TUIA rangatahi mentoring programme	There is a risk of rangatahi being unable to attend wananga, and mentors having limited time to mentor rangatahi. There is also a risk that no rangatahi will put themselves forward for the 2024 programme.	Staff work to promote the opportunity for rangatahi through existing networks and through connections with mana whenua and Māori organisations. This will begin in Q2. Staff provide rangatahi with administrative support for travel arrangements to attend wananga.	Low
Enhancing inclusion in local decision-making	As this is a new programme there is a risk that mana whenua do not have the capacity to engage with the local board at the frequency that is anticipated.	Staff will engage mana whenua as early as possible to encourage and allow for their participation.	Low
Community engagement	This programme aims to provide increased opportunities for diverse communities to engage with the local board on formal and informal engagement opportunities, such as the local board plan. There is a risk that the community feels over-engaged and does not want to engage with council as frequently as opportunities arise and that harder-to-reach communities are more difficult to reach despite increased funding available.	Staff will be ensuring events are targeted toward harder-to-reach communities who would like more engagement with council. Staff will also be looking at ways to engage in a meaningful way to encourage better participation.	Low
Diversity fora	There is potential for staff capacity to be limited and delivery of the events are therefore affected.	Staff will be looking to collaborate and work in conjunction with council departments to ensure fora are delivered.	Low

Ngā koringa ā-muri

Next steps

59. Delivery of the activity in the approved work programme will commence once approved and continue until 30 June 2024. Activity progress will be reported to the local board on a quarterly basis.

60. Where the work programme identifies further decisions and milestones for each activity, these will be brought to the local board when appropriate.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Ōtara-Papatoetoe Local Board Governance Work Programme	131

Ngā kaihaina

Signatories

Authors

Lucy Stallworthy - Local Board Engagement Advisor

Claire Abbot - Local Board Advisor

Authoriser

Shirley Coutts - Acting Local Area Manager

Ōtara-Papatoetoe Local Board

25 July 2023

Approval of the 2023/2024 Ōtara-Papatoetoe Local Board Infrastructure and Environmental Services Work Programme

File No.: CP2023/08352

Te take mō te pūrongo

Purpose of the report

1. To approve the 2023/2024 Ōtara-Papatoetoe Local Board’s Infrastructure and Environmental Services work programme.

Whakarāpopototanga matua

Executive summary

2. This report presents the Ōtara-Papatoetoe Local Board’s Infrastructure and Environmental Services work programme and associated budgets for approval for the 2023/2024 financial year.

3. The work programme provides a three-year view that demonstrates the phasing or continuation of programme delivery over the 2021/2022, 2022/2023 and 2023/2024 financial years. 2023/2024 is year three of the three-year cycle.

4. The work programme responds to the outcomes and objectives identified in the Ōtara-Papatoetoe Local Board Plan 2020.

5. In June 2023, the Governing Body adopted the council’s 2023/2024 budget, which has reduced some council budgets, including local board budgets. To remain within the local board’s reduced budget, reductions have been required to the programme that was approved in principle from through the 2022/2023 allocation report. These reductions were workshopped with the board in May and June 2023 and adjusted following feedback received.

6. The work programme has been developed through a series of workshops between November 2022 and June 2023, where the local board provided feedback to staff on programme and activity prioritisation.

7. The local board indicated its support for the following activities to be delivered in 2023/2024, with budgets as listed below:

· EcoNeighbourhoods - $35,000

· Huringa whanonga mōkai ngeru: Cat owner behaviour change - $7,500

· KaiWaka - $10,000

· Manukau Harbour Forum - $8,000

· Ope: building sustainable community - $66,000

· Ōtara Waterways and Lake Trust - Ōtara-Papatoetoe projects - $120,000

· Pest Free Urban South - $71,000

· Tāmaki Estuary Environmental Forum - $8,000.

8. The proposed work programme has a total value of $325,500, which can be funded from within the board’s total locally driven initiatives (LDI) budget for the 2023/2024 financial year.

9. Updates on the delivery of this work programme will be provided through the board’s quarterly performance reports.

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) whakaae / approve its 2023/2024 Infrastructure and Environmental Services work programme and associated budgets, as summarised in the table below (Attachment A to the agenda report):

Activity name	2023/2024 budget for approval
EcoNeighbourhoods	$35,000
Huringa whanonga mōkai ngeru: Cat owner behaviour change	$7,500
KaiWaka	$10,000
Manukau Harbour Forum	$8,000
Ope: building sustainable community	$66,000
Ōtara Waterways and Lake Trust - Ōtara-Papatoetoe projects	$120,000
Pest Free South Auckland	$71,000
Tāmaki Estuary Environmental Forum	$8,000
Total	$325,500

Horopaki

Context

10. Each year, the local board decides which activities to allocate its annual budget toward through a series of workshops. The local board feedback in these workshops has informed the development of the Infrastructure and Environmental Services work programme (Attachment A).

11. In June 2023, the Governing Body adopted the council’s 2023/2024 budget, which has reduced some council budgets including local board budgets. This reduction has meant cuts to programme that was approved in principle from through the 2022/2023 allocation report, including reduced funding to individual activities, or stopping activities. These cuts were workshopped with the board in May and June 2023.

12. The proposed work programme responds to the outcomes and objectives identified in the Ōtara-Papatoetoe Local Board Plan 2020. The specific objectives reflected in the work programme are:

· restoring biodiversity and improving water quality in local streams, the Manukau Harbour and the Tāmaki Estuary

· promoting and enhancing sustainable practices by local businesses, families and neighbourhoods.

13. The following adopted strategies and plans also guided the development of the work programme:

· Te Tāruke-ā-Tāwhiri: Auckland's Climate Plan

· Mahere ā-Rohe Whakahaere Kaupapa Koiora Orotā mō Tāmaki Makaurau - Regional Pest Management Plan

· Te Rautaki Ngahere ā-Tāone o Tāmaki Makaurau - Auckland's Urban Ngahere (Forest) Strategy

· Te Mahere Whakahaere me te Whakaiti Tukunga Para i Tāmaki Makaurau / Auckland Waste Management and Minimisation Plan 2018.

14. The development of the work programme has been informed by staff assessments and identification of local environmental priority areas, and feedback received from the local board at workshops.

Tātaritanga me ngā tohutohu

Analysis and advice

15. The proposed work programme is made up of activities continuing from previous financial years, including annually occurring events or ongoing programmes. These programmes contribute towards the delivery of the Ōtara-Papatoetoe Local Board Plan 2020 environmental objectives, as detailed above.

16. The work programme (Attachment A) provides a three-year view that demonstrates the phasing or continuation of programme delivery over the 2021/2022, 2022/2023 and 2023/2024 financial years.

17. This report seeks local board approval for budgets and activities in year three of the three-year work programme (2023/2024).

18. The proposed activities for delivery as part of the board’s 2023/2024 Infrastructure and Environmental Services work programme are detailed below, alongside indicative plans and budgets for the 2023/2024 financial year.

EcoNeighbourhoods - $35,000

19. The board has indicated that it would like to continue to fund the EcoNeighbourhoods programme in the 2023/2024 financial year. The local board funded $30,000 towards this programme in 2022/2023.

20. An EcoNeighbourhood group comprises of groups of six or more neighbours from different households within the local board area, with an objective to adopt sustainable practices and increase resilience within their homes, lifestyles and neighbourhoods. Each group decides the sustainable living activities they will undertake, and the project facilitator supports them to take action.

21. Examples of activities that can be supported include sustainable local food production, street orchards, food swapping, rainwater collection, composting, recycling and upcycling, sustainable transport workshops, tree planting, pest trapping and weed control.
Groups receive up to 12 hours of facilitator support and up to $1,000 worth of incentives, discounts and training.

22. Staff recommend that the board allocate $35,000 towards this programme in 2023/2024.

Huringa whanonga mōkai ngeru: Cat owner behaviour change - $7,500

23. The board has indicated that it would like to continue funding the Huringa whanonga mōkai ngeru: Cat owner behaviour change programme in the 2023/2024 financial year. The local board funded $5,000 towards this programme in 2022/2023.

24. Within the Ōtara-Papatoetoe Local Board area there are species such as pāteke, banded rail, fern bird, New Zealand Dotterel and other shorebirds that feed, rest, and nest. While predator control (including rats, possums and mustelids) is being carried out, an increasing issue is unowned cats and predation on native birds and other wildlife. This programme removes the cost barrier to cat owners having their pets desexed and microchipped.

25. Staff recommend that the board allocate $7,500 towards this programme in 2023/2024.

KaiWaka - $10,000

26. This programme was previously known as the Let’s Grow Boundary programme in the 2022/2023 financial year. The board has indicated it would like to continue to support the project in the 2023/2024 financial year. It funded $20,000 towards the programme in 2022/2023.

27. The KaiWaka programme aims to provide a food sanctuary where locals can restore, and reconnect to the land, their cultural foods, each other and themselves. Current plans for the nursery will see it established at the Papatoetoe Food Hub. The programme may look to establish a nursery on Boundary Road in future if land owner Approval for this is granted.

28. The programme also supports a compost site on Boundary Road, which will allow local schools, churches, and community houses to drop off their food scraps for composting,

29. As the nursery and compost site have already been established through the programme, staff recommend that a lower budget of $10,000 is allocated in 2023/2024 to support the operation of these sites, the ongoing community compost programme and some waste-related educational/community engagement activities.

Manukau Harbour Forum - $8,000

30. The board has indicated that it would like to continue to fund the Manukau Harbour Forum in the 2023/2024 financial year. The board is one of nine local boards who make up the Manukau Harbour Forum (Franklin, Māngere-Ōtāhuhu, Manurewa, Maungakiekie-Tāmaki, Ōtara-Papatoetoe, Papakura, Puketāpapa, Waitākere Ranges, and Whau Local Boards). These local boards border the Manukau Harbour and have an interest in protecting and restoring the mauri of the harbour.

31. In 2022/2023 financial year, each of the member local boards provided $8,000 to co-fund the Manukau Harbour Forum. This was allocated to several activities including a Manukau Harbour Forum coordinator, a youth sustainability wānanga that included mana whenua tautoko, and continued development of the communications plan.

32. In May 2023 with the early resignation of the coordinator $11,200 was resolved at the Manukau Harbour Forum business meeting of Friday 19 May (MHFJC/2023/11) to purchase native plants to be grown on and made available for restoration projects in the Manukau Harbour Forum Catchment.

33. Staff recommend that each of the nine member boards contribute a further $8,000 each towards the forum in the 2023/2024 financial year, allowing a total budget of $72,000. Staff recommend that this funding supports:

· continuing to fund a Manukau Harbour Forum coordinator to assist with the delivery of the forum’s goals ($49,000)

· communications plan continuation to be overseen and led by the coordinator with staff guidance ($3,000)

· funding the 2023/2024 youth sustainability wānanga which would involve around 50 students from all member local board areas to develop leadership skills, sustainability knowledge, and collaborative action programmes ($20,000).

Ope: building sustainable community - $66,000

34. The board has indicated that it would like to continue to fund the Ope: building sustainable community programme in the 2023/2024 financial year. The Ope programme generates momentum for climate resilient, sustainable futures for Ōtara-Papatoetoe communities. The programme will continue to establish partnerships to increase engagement with local schools and students and bring together local communities.

35. Funding for the 2023/2024 financial year will support:

· engagement of a local kairāranga, a sustainable community coordinator to connect community and schools

· tuākana/teina support for Kura Māori and new Enviroschools (buddying them for two years with existing Enviroschools),

· experiential learning opportunities

· professional development workshops for teaching staff

· mana whenua engagement and progression of the community reference group.

· a contestable grant for schools in the local board area to purchase resources that support their sustainability goals.

36. By increasing the influence of sustainability practices within whānau and communities, the programme aims to improve the wellbeing, resilience and prosperity of the people of Ōtara-Papatoetoe.

37. In 2022/2023 the local board provided $47,950 to fund this programme. Staff recommend that the board allocate $66,000 towards this programme in 2023/2024.

Ōtara Waterways and Lake Trust - Ōtara-Papatoetoe projects - $120,000

38. The board has indicated that it would like to continue to fund the Ōtara Waterways and Lake Trust programme in the 2023/2024 financial year. Ōtara Waterways and Lake Trust delivers a series of stream restoration and community engagement activities in the Ōtara-Papatoetoe Local Board area. This programme will continue to support the trust with budget for staff and other resources to deliver the projects.

39. Restoration work is undertaken by the Stream Team, a social enterprise within the trust that focuses on hiring local people and training and upskilling them in environmental restoration work.

40. The trust has a proven track record of delivery and has built strong relationships within the community. The trust’s work includes restoration of ecological values and waste minimisation education.

41. In 2022/2023 the local board contributed $151,280 towards this programme. The board has indicated it will allocate $120,000 towards this programme in 2023/2024.

Pest Free South Auckland - $71,000

42. The local board has indicated that it would like to continue to support the Pest Free South Auckland programme in the 2023/2024 financial year. The programme will maintain momentum for the Pest Free Auckland vision across the Māngere-Ōtāhuhu, Ōtara-Papatoetoe, and Manurewa Local Board areas by continuing to fund a local Pest Free South Auckland coordinator.

43. Funding for the 2023/2024 financial year will support:

· a Pest Free South Auckland coordinator who will identify opportunities for pest plant and animal control in strategic ecological areas, and initiate a community campaign encouraging residents to undertake pest control

· a part-time project manager and a local activator to run events, workshops, working bees and work with existing community groups to develop the programme

· provision of pest plant and animal control equipment to the community.

44. The programme will continue to expand community action through assistance and education to reduce pest plants and animals in the urban south environment. This will involve working with local schools and sports clubs to implement an education programme, coordinating community days and school competitions involving pest control to engage local communities.

45. The local board provided $43,250 to fund this programme in 2022/2023. The board has indicated that it will allocate $71,000 towards this programme in 2023/2024. This increase in funding will allow for increased community coordinator hours to develop and deliver a pest animal education programme in Ōtara-Papatoetoe schools.

Tāmaki Estuary Environmental Forum - $8,000

46. The board has indicated that it would like to continue to fund the Tāmaki Estuary Environmental Forum in the 2023/2024 financial year.

47. The Tāmaki Estuary Environmental Forum includes the Howick, Māngere-Ōtāhuhu, Maungakiekie-Tāmaki, Ōrākei, and Ōtara-Papatoetoe Local Boards. Members include local community groups, businesses and individual residents who have an interest in protecting and restoring the mauri of the Tāmaki Estuary.

48. Funding for this programme will enable continued coordinator support to progress the forum’s vision for the Tāmaki Estuary and will support initiatives that increase community awareness and participation in protecting and restoring the Tāmaki Estuary.

49. One of these initiatives includes the Tāmaki Estuary Clean Stream Watch programme, which provides community stakeholders with the equipment and training to monitor select streams along the Tāmaki Estuary and report pollution issues when they are detected.

50. In 2022/2023, the five member local boards each provided $8,000 to co-fund the Tāmaki Estuary Environmental Forum. The Ōtara-Papatoetoe Local Board has indicated it would like to contribute $8,000 towards the programme in the 2023/2024 financial year.

Tauākī whakaaweawe āhuarangi

Climate impact statement

51. In June 2019 Auckland Council declared a climate emergency and in response to this the council adopted the Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan in July 2020.

52. Each activity in the work programme is assessed to identify whether it will have a positive, neutral or negative impact on greenhouse gas emissions and contributing towards climate change adaptation.

53. Table 1 outlines the activities in the 2023/2024 work programme that have an impact on greenhouse gas emissions or contribute towards climate change adaptation.

Table 1: Climate impact assessment of proposed activities

Activity name	Climate impact
EcoNeighbourhoods	This project will contribute towards reduced carbon emissions through encouraging and enabling local residents to make changes in personal lifestyle or respond in community-based ways, creating new social norms.
Huringa whanonga mōkai ngeru: Cat owner behaviour change	This programme will reduce carbon emissions by having a local approach in local communities, which means that people will not have to drive far to microchip/desex their cat, reducing carbon footprints. In addition, management of exotic species’ impacts is one of the main ways in which resilience of Auckland’s biodiversity to climate change can be improved. Increasing numbers of native birds will help restore the forests and distribute seeds, allowing more carbon sequestration.
KaiWaka	Re-directing food scraps from landfill through this work programme will reduce greenhouse gas emissions created when food scraps go to landfill.
Pest Free South Auckland	The improved health of native biodiversity will improve the resilience of Auckland’s indigenous ecosystems against the impacts of climate change. Additionally, the increase of trees through planting and pest control will help reduce carbon in the atmosphere.
Ope: building sustainable community	Intergenerational and action-learning approaches to climate action encouraged through this work programme will contribute to lowering carbon emissions footprints. These include waterway restoration, waste minimisation, urban ngāhere forest regeneration, sustainable transport, local food production and energy and water use efficiencies.
Ōtara Waterways and Lake Trust - Ōtara-Papatoetoe projects	These programmes will contribute to environmental resilience by ensuring waterways and the marine environment are protected and enhanced. Freshwater and marine ecosystems provide many ecosystem services such as flood mitigation, habitat for native biodiversity and carbon sequestration. These services are enhanced when the ecosystems are restored.
Manukau Harbour Forum
Tāmaki Estuary Environmental Forum

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

54. The work programme was developed through a collaborative approach by operational council departments, with each department represented in the integrated team that presented the draft work programme to the local board at a series of workshops.

55. In particular, the attached Infrastructure and Environmental Services work programme reflects the integrated activities developed by Environmental Services, Healthy Waters and Waste Solutions.

56. Infrastructure and Environmental Services staff delivering the Ōtara Waterways and Lake Trust projects will work closely with Parks and Community Facilities staff, as some of the restoration work is undertaken on public land.

57. Natural Environment Strategy staff will be coordinated with on work related to the Manukau Harbour Forum.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

58. The projects proposed for inclusion in the board’s Infrastructure and Environmental Services work programme will have positive environmental outcomes across the Ōtara-Papatoetoe Local Board area. Particular focus areas for the 2023/2024 work programme include the Ōtara Creek and Boundary Road.

59. The projects noted above align with the 2020 local board plan outcome ‘sustainable, healthy natural environment’. The proposed work programme has been considered by the local board in a series of workshops from November 2022 to June 2023. The views expressed by local board members during the workshops have informed the recommended work programme.

Tauākī whakaaweawe Māori

Māori impact statement

60. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its broader obligations to Māori.

61. The work programme includes activities that aim to deliver outcomes for and with Māori, in alignment with the strategic priority areas outlined in Kia ora Tāmaki Makaurau (Auckland Council’s Māori Outcome Framework). Progress on how the activities are achieving these outcomes will be reported to the local board on a quarterly basis.

62. Staff recognise that environmental management, water quality and land management have integral links with the mauri of the environment and concepts of kaitiakitanga.

63. Table 2 outlines the activities in the 2023/2024 work programme that contribute towards the delivery of specific Māori outcomes.

Table 2: Māori outcome delivery through proposed activities

Activity name	Māori outcome	Māori outcome description
EcoNeighbourhoods	Kaitiakitanga	The facilitator will endeavour to engage Māori in the project through neighbourhood groups. Groups will also be encouraged to implement projects that respond to mana whenua concerns, interests and solutions required in relation to climate change as identified through development of a local climate action plan for the board area.
Huringa whanonga mōkai ngeru: Cat owner behaviour change	Kaitiakitanga	This project is aligned with the Regional Pest Management Plan, which has been through extensive consultation. Through that consultation, mana whenua reps expressed considerable concern about the impacts of cats on indigenous fauna. No further consultation is planned for the first year of this project.
Manukau Harbour Forum	Kaitiakitanga Realising rangatahi potential	Māori youth will be involved in the youth sustainability wānanga and are supported to develop and implement programmes relevant to them and their communities. The wānanga also engages with kaumātua from Makaurau Marae to provide advice and mātauranga Māori that informs programme delivery. During the wānanga, te reo Māori is actively promoted, as a key component of programme delivery. The coordinator role has a requirement to be comfortable to use and learn te reo in person and emails, they will also engage with mana whenua.
Ope: building sustainable community	Kaitiakitanga Whānau and tamariki wellbeing Realising Rangatahi potential Māori identity and culture Te reo Māori Māori business, tourism, employment	Ope will continue to nurture Māori relationships through collaborative manaakitanga and kaitiakitanga action with mana whenua, Ngāti Ōtara, hāhi (churches), and the wider local Māori community. Teachers from schools involved in the programme will receive professional development guided by Māori perspectives. The Enviroschools programme has strong kaupapa Māori content. Connections will be strengthened by growing synergies with Enviroschools sister Māori immersion programme, Te Aho Tū Roa.
Ōtara Waterways and Lake Trust - Ōtara-Papatoetoe projects	Realising rangatahi potential Kaitiakitanga Māori business, tourism and employment Te reo Māori	The programme will focus on consultation and engagement with mana whenua in all aspects of the programme. There is a specific mana whenua engagement role which will be funded through this work programme.
Tāmaki Estuary Environmental Forum	Kaitiakitanga	A strategic focus for Tāmaki Estuary Environmental Forum is engaging with mana whenua to integrate overarching values and guiding principles that align and promote Te Ao Māori. This includes incorporating Te Reo Māori into educational materials produced for TEEF.

64. Where aspects of the proposed work programme are anticipated to have a significant impact on activity of importance to Māori then appropriate engagement will be undertaken.

Ngā ritenga ā-pūtea

Financial implications

65. The proposed environment work programme for 2023/2024 totals to $325,500 of the board’s locally driven initiatives (LDI) operational budget. This amount can be accommodated within the board’s total budget for 2023/2024.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

66. If the proposed Infrastructure and Environmental Services Work Programme is not approved in a timely manner, there is a risk that activities may be delayed or not delivered within the financial year.

67. Resourcing of the work programme is based on current staff capacity within departments. Therefore, changes to staff capacity may also have an impact on work programme delivery.

68. Table 3 shows the key risks associated with activities in the proposed 2023/2024 work programme, as well as proposed mitigations.

Table 3: Key risks and mitigations for activities

Activity name	Risk	Mitigation	Rating after mitigation
EcoNeighbourhoods	Timely project delivery is dependent on the availability of a contractor with relevant experience, skills and networks to fulfil the role of eco-neighbourhood facilitator.	Staff will work to identify contractors and opportunities for collaboration and expect that a suitable contractor will be able to be found.	Low
Huringa whanonga mōkai ngeru: Cat owner behaviour change	There is potential that other animal welfare groups may wish to also receive funding for animal desexing.	This can be managed by directing them to competitive funding avenues such as the Regional Environment and Natural Heritage grants. The SPCA service is the best set up to provide online booking systems, translations in multiple languages, and a well-known, trusted brand to encourage uptake.	Low
KaiWaka	This programme is dependent on receiving landowner approval from the board for using the land to plant gardens	The board have expressed support for this and staff are working to progress the landowner approval.	Low
Manukau Harbour Forum	This project is dependent of securing a suitable mana whenua engagement contractor to deliver the mana whenua Hui	Staff have started to investigate options and had sourced through contacts several options and therefore this is considered low risk.	Low
Ope: building sustainable community	There is a risk that workshops may not have attendees due to schools facing financial pressures and therefore teacher workloads may affect workshop attendance. Lack of community understanding and buy-in will also affect the success of the programme.	The programme has budgeted for teacher release which enables participation. Commitment from the community will be determined from the outset. This will involve establishing a reference group of Enviroschools principals and key teachers, regular hui and opportunity for community involvement in the programme. The Sustainable Communities coordinator will be responsible for fostering these relationships.	Low
Ōtara Waterways and Lake Trust - Ōtara-Papatoetoe projects	Waterway restoration work will be affected if there are significant weather events. This programme is dependent on the local uptake of community.	A contingency plan will be built into the programme to mitigate the risk of weather events affecting the delivery of this programme. The risk of lack of community participation is low as Ōtara Waterways and Lake Trust have worked with their local community for many years.	Low
Pest Free South Auckland	A risk to the programme is if there was a change in community demand and values, for example if they were not supportive of the use of herbicide in their area. There is also potential risk in school programmes that are oversubscribed and are not able to commit.	Alternative options will be identified if there are opposed views to the programme’s approach. Natural Environment Delivery, Sustainable Schools, Healthy Waters and Parks, Sports and Recreation staff will work in partnership to ensure schools are well supported to deliver the Pest Free South Auckland vision.	Low
Tāmaki Estuary Environmental Forum	This programme is dependent on the sourcing of a suitable contractor to coordinate the forum. The Clean Stream Watch programme relies on community engagement and input to be successful.	It is expected that the current coordinator will be able to continue in the role and staff are confident that other contractors would be available if necessary. Individual leaders within the forum will be designated to oversee an area to actively engage the community to participate in monitoring activities to share ownership and responsibility of water quality results for their local area.	Low Medium

69. Where a work programme activity cannot be completed on time or to budget, due to unforeseen circumstances, this will be signalled to the local board at the earliest opportunity.

Ngā koringa ā-muri

Next steps

70. Delivery of the activity in the approved work programme will commence once approved and continue until 30 June 2024. Activity progress will be reported to the local board on a quarterly basis.

71. Where the work programme identifies further decisions and milestones for each activity, these will be brought to the local board when appropriate.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Infrastructure and Environmental Services Work Programme 2023/2024 - Ōtara-Papatoetoe Local Board	147

Ngā kaihaina

Signatories

Author

Nicola Perry - Relationship Coordinator

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Shirley Coutts - Acting Local Area Manager

Ōtara-Papatoetoe Local Board

25 July 2023

Approval of the 2023/2024 Ōtara-Papatoetoe Local Board Customer and Community Services work programme

File No.: CP2023/09609

Te take mō te pūrongo

Purpose of the report

1. To approve the 2023/2024 Ōtara-Papatoetoe Local Board Customer and Community Services work programme and its associated budget (Attachment A).

Whakarāpopototanga matua

Executive summary

2. This report presents the 2023/2024 Ōtara-Papatoetoe Local Board Customer and Community Services work programme for approval from the following departments:

· Active Communities

· Connected Communities

· Community and Social Innovation

· Parks and Community Facilities

· Regional Services and Strategy.

3. In addition, the 2024/2025 and 2025/2026 Customer and Community Services – Parks and Community Facilities Department work programme is presented for approval in principle.

4. To support the delivery of the local board’s outcomes and aspirations highlighted in the Ōtara-Papatoetoe Local Board Plan 2020, Customer and Community Services presents a work programme for local board approval each financial year.

5. The work programme details the activities to be delivered by departments within the Customer and Community Services directorate.

6. The work programme has been developed with the local board providing feedback to staff on project and activity prioritisation through a series of workshops, held between May and June 2023.

7. The work programme development process takes an integrated approach to planning activities, involving collaboration between the local board and staff from across the council.

8. Within the Customer and Community Services work programme, the Parks and Community Facilities Department has identified several projects for the 2024/2025 and 2025/2026 financial years as part of the Risk Adjusted Programme (RAP).

9. Approval is sought for the planning and design of the RAP projects to commence during the 2023/2024 financial year, so that they can be prioritised if other, already approved projects, cannot be delivered, face higher costs or are delayed due to unforeseen reasons.

10. The work programme includes projects proposed to be funded from regional budgets subject to approval by the Planning, Environment and Parks Committee, including Slips Prevention, Local Parks and Sports Field Development budgets. The local board can provide formal feedback on these regional projects by way of resolutions to this report.

11. The work programme includes references to the recently approved 2023/2024 Annual Budget decisions, and where relevant, the potential options for the provision of Early Childhood Education (ECE) services.

12. There is a widening shortfall between council revenue and expenditure which has been driven, in part, by the growing range of assets and services provided for Aucklanders, including the investment in infrastructure to address the region’s growth.

13. Furthermore, revenue has been impacted by changing customer behaviours, in part due to the COVID-19 pandemic. Operating and capital costs have increased due to inflationary pressures impacting staff, construction costs, interest and depreciation charges. The 2023 extreme weather events have also impacted both revenues and asset costs. These costs are greater as a result of council’s large and diverse asset base.

14. This has meant a rise in the costs of investing in, maintaining and operation of council’s assets and services. Additional funding pressure has come from the need to put aside money to fund future asset replacement.

15. Auckland Council is facing financial challenges, requiring the need to overcome a forecast budget shortfall of $375 million for the 2023/2024 financial year.

16. Local Boards have a distinct opportunity to help guide decisions and improve council’s financial sustainability, particularly following the 2021 approval to increase local board decision making to include most local community services, as a part of the Governance Framework Review (GFR).

17. In response to changing community needs, local boards are able to improve their revenue through various means including fees, charges and commercial lease arrangements. They can also reduce costs by prioritising or modifying services to help achieve the best community outcomes. Furthermore, to manage high and growing operating and capital expenditure, local boards can divest, consolidate and reprioritise council’s local board asset base.

18. Auckland Council and its local boards also have important statutory obligations with respect to Te Tiriti o Waitangi – The Treaty of Waitangi. Honouring Te Tiriti o Waitangi and supporting Māori outcomes is implicit within the entire work programme.

19. Once approved in July 2023, the local board will receive quarterly progress updates on the delivery of the 2023/2024 work programme.

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) approve the 2023/2024 Customer and Community Services work programme and its associated budget (Attachment A to the agenda report).

b) approve in principle the 2024/2025 and 2025/2026 Customer and Community Services – Parks and Community Facilities only work programme (Attachment A to the agenda report).

c) approve the Risk Adjusted Programme projects identified in the 2023/2024 Customer and Community Services work programme (Attachment A to the agenda report).

d) provide feedback for consideration by the Planning, Environment and Parks Committee on projects funded from the Slips Prevention, Local Parks and Sports Field Development budgets (Attachment C to the agenda report).

e) note that funding for the Coastal Renewals, Slips Prevention, Local Parks and Sports Field Development budgets is subject to approval by the Planning, Environment and Parks Committee.

Horopaki

Context

20. The Auckland Plan 2050 (Auckland Plan) is council’s long-term spatial plan to ensure Auckland grows in a way that will meet the opportunities and challenges ahead. It aims to contribute to Auckland’s social, economic, environmental and cultural wellbeing.

Diagram

Description automatically generated

21. Local board plans align with the Auckland Plan and set out local community priorities and aspirations. The 2023/2024 Customer and Community Services work programme, in turn aligns to not only the local board plans, but the appropriate Auckland Council plans, policies and strategies.

22. Work programme activities align to the following 2020 Local Board Plan outcomes:

· Outcome 2 - Prosperous local economy

· Outcome 3 - A thriving, inclusive and safe community

· Outcome 4 - Parks and facilities that meet our people’s needs

· Outcome 5 - Sustainable, healthy natural environment

· Outcome 6 - Connected area and easy to get around.

23. Development of the work programme is based on consideration of community needs and priorities, availability of resources and funding, Treaty of Waitangi obligations, external partnerships and risk assessment.

24. The Annual Budget for the 2023/2024 financial year included the consideration of a savings target that required the reprioritisation of activities by the local boards. This realignment resulted in some activities being stopped, changed or reduced to contribute toward the required savings.

25. The Customer and Community Services directorate provides a wide range of services, facilities, open spaces and information that support communities to connect, enjoy and embrace the diversity of Auckland’s people, places and natural environment. These are designed and delivered locally to meet the unique needs of the local community.

26. Development of the work programme follows an integrated approach to planning activities through collaboration with the Infrastructure and Environmental Services Directorate and the following departments of the Customer and Community Services Directorate:

· Active Communities

· Connected Communities

· Community and Social Innovation

· Parks and Community Facilities

· Regional Services and Strategy.

Tātaritanga me ngā tohutohu

Analysis and advice

27. The work programme demonstrates the phasing of programme and project delivery for the 2023/2024 financial year.

28. Delivery of the work programme commences from 1 July 2023, and in some cases comprises a continuation of implementation from previous financial years, including annually occurring events or projects and ongoing programmes.

29. Table one summarises the approval status required for the three financial years presented within the work programme.

Table one: Customer and Community Services local board work programme approvals

Department	2023/2024	2024/2025	2025/2026
Parks and Community Facilities	Approve	Approve in principle	Approve in principle
All other Customer and Community Services departments	Approve	N/A	N/A

30. Parks and Community Facilities presents a three-year rolling work programme so that delivery and financial commitments against the capital works programme can be planned.

31. Approval of unique multi-year projects, particularly capital works, in the 2023/2024 work programme may lead to contractual commitments to the future budget needed to complete the project in 2024/2025 or 2025/2026.

32. The remainder of Customer and Community Services presents the work programme in descending three-year increments and are therefore only presenting year three of the three-year work programme.

33. The local board will formally be updated by staff on the delivery of the programme by way of quarterly performance reports. Parks and Community Facilities will continue to provide informal monthly updates on work programme performance.

Proposed amendments to the 2023/2024 work programme

34. The local board approved the 2022/2023 Customer and Community Services work programme in June 2022, and approved in principle the 2023/2024 work programme. The 2024/2025 Customer and Community Services – Parks and Community Facilities work programme was also approved in principle at this time.

35. The 2023/2024 work programme contains variations to the version that was approved in principle last year. These include the addition of new activities, changes to existing activities, such as required budget allocation and delivery timeframes, and identifies some activities that have been stopped.

36. Table two highlights the new activities in the work programme:

Table two: Work programme activities that are new

ID	Activity name	Lead department	Budget
4006	Pacifica Language Weeks - Library Programming	CCS: Connected Communities – Community Delivery	10,000
31847	46 Fair Mall - renew buildings - stage 2	CCS: Parks and Community Facilities - Project Delivery	$201,133
42755	Aerovista footbridge structural renewal	CCS: Parks and Community Facilities - Project Delivery	$40,000
31845	Allan Brewster Leisure Centre - renew interior of the building	CCS: Parks and Community Facilities - Project Delivery	$50,000
31977	Aorere Park - develop circular pathway and footbridge	CCS: Parks and Community Facilities - Project Delivery	$0
27947	Caringbah Park - playground renewal	CCS: Parks and Community Facilities - Project Delivery	$0
31971	East Tāmaki Reserve - renew walkway, fencing and drainage	CCS: Parks and Community Facilities - Project Delivery	$0
28543	East Tamaki Reserve - upgrade sports fields	CCS: Parks and Community Facilities - Project Delivery	$0
27949	Farley And Latimer Reserve - renew playground and park amenities	CCS: Parks and Community Facilities - Project Delivery	$0
28676	Ferndown Park - playground renewal	CCS: Parks and Community Facilities - Project Delivery	$0
31980	Gaye Crescent/ Eccles Place Esplanade Reserve - develop new pathway	CCS: Parks and Community Facilities - Project Delivery	$0
31992	Hayman Park - renew depot facility and skatepark	CCS: Parks and Community Facilities - Project Delivery	$0
40254	Hunters Corner Community Office refresh	CCS: Parks and Community Facilities - Project Delivery	$0
31840	Kohuora Park - comprehensive renewal of the carpark and accessway	CCS: Parks and Community Facilities - Project Delivery	$219,000
40255	Kohuora Park - renew depot	CCS: Parks and Community Facilities - Project Delivery	$0
31856	Len Brown Skatepark - renew skatepark	CCS: Parks and Community Facilities - Project Delivery	$50,000
30533	Manukau Sports Bowl - refurbish public toilet block	CCS: Parks and Community Facilities - Project Delivery	$0
40256	Manukau Sports Bowl - renew track surface	CCS: Parks and Community Facilities - Project Delivery	$0
30163	Manukau Sports Bowl - replace velodrome lighting	CCS: Parks and Community Facilities - Project Delivery	$0
28679	Maxwell Park - renew playground	CCS: Parks and Community Facilities - Project Delivery	$0
31979	Mayfield Park - develop circular pathway	CCS: Parks and Community Facilities - Project Delivery	$0
30543	Ngāti Ōtara Park - renew toilet block, depot and boxing gym	CCS: Parks and Community Facilities - Project Delivery	$150,000
31224	Ngāti Ōtara Park - upgrade netball facilities	CCS: Parks and Community Facilities - Project Delivery	$50,000
40259	Ōtara Creek Reserve South - bridge renewal	CCS: Parks and Community Facilities - Project Delivery	$0
28593	Otara Town Centre (Bairds Road Reserve) - renew playground and associated park furniture	CCS: Parks and Community Facilities - Project Delivery	$0
40262	Ōtara-Papatoetoe - renew artificial cricket pitches	CCS: Parks and Community Facilities - Project Delivery	$25,000
40261	Ōtara-Papatoetoe - renew LED sports lighting	CCS: Parks and Community Facilities - Project Delivery	$75,000
40260	Ōtara-Papatoetoe - renew sports lighting infrastructure	CCS: Parks and Community Facilities - Project Delivery	$50,000
40264	Ōtara-Papatoetoe - renew storm damage assets	CCS: Parks and Community Facilities - Project Delivery	$0
31844	Ōtara's Outdoor Experience Building - renew facility	CCS: Parks and Community Facilities - Project Delivery	$0
31848	Papatoetoe Adolescent Christian Trust (PACT) - renew facility - stage 2	CCS: Parks and Community Facilities - Project Delivery	$50,000
31849	Papatoetoe Library - renew facility	CCS: Parks and Community Facilities - Project Delivery	$0
31470	Papatoetoe Recreation Grounds - investigate options for the development of a new walkway	CCS: Parks and Community Facilities - Project Delivery	$25,000
31853	Papatoetoe Recreation Grounds - renew accessway and drainage	CCS: Parks and Community Facilities - Project Delivery	$0
40263	Puhinui Reserve - investigate old barn	CCS: Parks and Community Facilities - Project Delivery	$0
28680	Rangitoto Park - playground renewal	CCS: Parks and Community Facilities - Project Delivery	$0
31547	Rongomai Park - upgrade sportsfields 4 and 5	CCS: Parks and Community Facilities - Project Delivery	$0
31981	Sandbrook Park - develop circular pathway	CCS: Parks and Community Facilities - Project Delivery	$0

Financial impacts and constraints

37. A widening shortfall between council revenue and expenditure has been driven, in part, by the growing range of assets and services provided for Aucklanders. This has included investment in infrastructure to address the city’s growth.

38. This has meant a rise in the costs of investing in, maintaining and operation of those assets and services. Additional funding pressure has come from the need to put aside money to fund future asset replacement.

39. This situation has been worsened by ongoing broad economic factors such as rising inflation, higher interest rates, supply chain difficulties and a labour market squeeze, as well as the COVID-19 pandemic impacts for the past couple of years. Recent storm events and the associated repairs make overcoming the budget shortfall even harder.

40. Over the past year, economic conditions have been exceptionally challenging. The change in New Zealand’s inflation rate has been surprising, with the consumer price index rising from less than two per cent to more than seven per cent in a year.

41. In response to the $375 million budget shortfall, a mix of solutions that include operating cost reductions was proposed in the Annual Budget for 2023/2024. This includes a total reduction in local board operating funding of $4 million.

42. This represents approximately one per cent of the total budget that the local boards oversee. Local boards may choose to reduce their allocated funding for locally driven initiatives operating expenditure, as these projects are discretionary.

43. Alternatively, local boards could consider reductions to the asset-based services budgets through changes in levels of service, e.g. reduced facility opening hours.

44. Individual reduction targets for local boards have been allocated based on the Local Board Funding Policy.

Māori Outcomes

45. Local boards play a vital role in representing the interests of all Aucklanders and are committed to the Treaty-based obligations and to enabling effective Māori participation (kia ora te hononga).

46. Auckland Council has important statutory obligations with respect to Te Tiriti o Waitangi. Honouring Te Tiriti o Waitangi and supporting Māori outcomes is implicit within the entire work programme.

47. A thriving Māori identity is Auckland’s point of difference in the world. It advances prosperity for Māori and benefits all Aucklanders.

48. The local boards recognise the importance of building meaningful relationships with mana whenua, mataawaka and whānau, and understanding Māori aspirations.

49. Table three shows the outcomes, objectives and key initiatives from the local board plan that recognise these areas of common interest.

Table three: Local board plan Māori outcomes, objectives and initiatives

Outcomes

Objectives

Initiatives

A thriving, inclusive and safe community

· Recognising and making Māori and Pacific arts, culture and history visible in public places.

· Promoting health and wellbeing to build capable and resilient communities with a sense of belonging.

· An active and engaged community, leading local initiatives.

· Increase opportunities for skill development, employment.

· Encouraging rangatahi, young people and seniors take part in civic life.

· Celebrating local heritage and diversity to increase inter-cultural connections and participation.

· Arts projects and initiatives led by the community to foster strong communities.

· Support and promote local events and campaigns that encourage emergency preparedness and social connection.

· Promote safe neighbourhoods, active living in family-friendly places and events that are:
• smoke-free
• vape-free
• drug-free
• alcohol-free and
• where water is the first choice.

· Promote healthy eating initiatives and community programmes that build food systems resilience.

· Advocate to the Governing Body to finalise the council’s local alcohol policy.

· Continue free access to our swimming pools, funded through a local targeted rate.

· Support community action to reduce harm from alcohol and drugs.

· Support programmes and projects that use open spaces creatively to enhance access and a sense of belonging for diverse ethnic groups, e.g. teaching gardens.

· Community programmes and projects to foster connections between seniors and youth, and whanau centric events and activities.

· Enhancing governance skills and capacities in community groups and organisations.

· Increasing opportunities for youth leadership and participation in employment, education, training and business, e.g. Young Enterprise Scheme, and Māori and Pacific skill and trades training and development.

· Support initiatives for young people to choose quality employment opportunities and/or educational pathways.

· Support student intern programme which provides an opportunity for local youth to develop work and social skills and to build a range of literacies at Tupu Youth Library.

· Progress initiatives such as the Skills Shed.

· Raise awareness of music education opportunities for youth that support learning, develop talent, and provide career pathways for them in the performing arts, delivered at OMAC.

· Initiatives to recognise talent, and honour local youth, e.g. The Ōtara-Papatoetoe Youth Council, and the Ōtara-Papatoetoe Squad (TOPS).

· Activities and safe spaces for old and young to be active, healthy, collaborate and contribute to civic life e.g. creation of Youth hub.

Parks and facilities that meet our people’s needs

· Celebrate a thriving Māori identity as Auckland's point of difference in the world.

· Work to increase the exposure of te reo Māori in our area through naming and signage.

· Support mana whenua to tell stories of Māori cultural heritage and knowledge throughout our parks and open spaces network.

· Support initiatives for Māori culture, identity and te reo Māori to be “seen, spoken and heard”.

50. There is a wide range of activity occurring across Tāmaki Makaurau to advance Māori outcomes. Much of this is led by mana whenua and Māori organisations, as well government organisations, non-government organisations and businesses.

51. The Auckland Plan’s focus on Māori culture and identity is encapsulated in the outcome: Māori Identity and Wellbeing.

52. Kia Ora Tāmaki Makaurau, council’s Māori outcomes performance measurement framework, captures the majority of council’s Māori outcome strategy and planning. The framework responds to the needs and aspirations that Māori in Tāmaki Makaurau, both mana whenua and mataawaka, have expressed to council.

53. The work programme includes activities that have an objective to deliver outcomes for and with Māori. Attachment B sets out the activities in the work programme that aim to achieve high Māori outcomes in one or more of the strategic priority areas.

54. Table four shows the strategic priority areas and alignment to Kia Ora Tāmaki Makaurau outcomes.

Table four: Local board work programme Māori outcome areas

Strategic priority area	Kia Ora Tāmaki Makaurau outcome
Kaitiakitanga	Kia Ora te Taiao
Māori business, tourism and employment	Kia Ora te Umanga
Māori identity and culture	Kia Ora te Ahurea
Marae development	Kia Ora te Marae
Papakāinga and Māori housing	Kia Ora te Kāinga
Realising rangatahi potential	Kia Ora te Rangatahi
Te reo Māori	Kia Ora te Reo
Effective Māori participation	Kia Ora te Hononga
Whānau and tamariki wellbeing	Kia Ora te Whānau

55. The Customer and Community Services directorate lead or contribute to programmes that align with all outcomes. Particular priorities are Kia Ora te Marae, Kia Ora te Whānau and Kia Ora te Reo.

56. In the current environment there is increasing focus on Kia Ora te Umunga / Māori Business, Tourism and Employment and the role that the council can play, not only in supporting economic recovery, but in a thriving Māori economy.

57. Kia Ora te Ahurea / Māori Identity and Culture is often a focus for local boards, as events and place-based design often plays an important part in many local programmes.

Work programme budget types and purpose

58. Work programme activities are funded from various budget sources, depending on the type of delivery. Some activities within the work programme are funded from two or more sources, including from both local and regional budgets.

59. Table five outlines the different budget types and their purpose in funding the work programme.

Table five: Work programme budget types and purpose

Budget type	Description of budget purpose
Locally Driven Initiatives (LDI)	A development fund used to advance local operational and capital activities at the discretion of the local board.
Asset Based Services (ABS)	Allocated to deliver local activities based on decisions regarding region-wide service levels, including allocation of funds for local asset-based services, grants and staff time to deliver activities.
Local renewals	A fund dedicated to the partial renewal or full replacement of assets including those in local parks and community facilities.
Growth (local parks and sports field development)	Primarily funded through development contributions, a regional fund to improve open spaces, including developing newly acquired land into parks, and existing open space to increase capacity to cater for growing population needs.
Coastal	A regional fund for the renewal of Auckland’s significant coastal assets, such as seawalls, wharves and pontoons.
Slips prevention	A regional fund to proactively develop new assets for the prevention of landslides and major slips throughout the region.
Specific purpose funding	Funds received by the council, often from external sources, held for specific local board areas, including compensation funding from other agencies for land acquisitions required for major projects.
One Local Initiative (OLI)	Funds allocated to a local board priority project in alignment with the Long-term Plan 2018-2028.
Long-term Plan discrete	Funds associated with activities specifically named and listed in previous long-term plans, including new libraries, community centres and major sports and community infrastructure.
Kauri Dieback Funding	Part of the Natural Environment Targeted Rate (NETR) Fund, this is a regional fund used to implement the national kauri dieback programme standards.
External funding	Budget from external parties, not yet received and held by Customer and Community Services.

Capital projects and budgets

60. The capital projects to be delivered in the Ōtara-Papatoetoe Local Board area, together with identified budgets and main funding sources, are shown in Attachment A.

61. The budgets associated with the capital works programme are estimates only, costs are subject to change and may need to be refined as the project progresses through the design and delivery process. Once activity details are more clearly defined, staff will update the work programme for approval in subsequent years.

Risk Adjusted Programme

62. The Risk Adjusted Programme was first implemented in 2019 and is designed to mitigate risk so that the total budget is delivered.

63. Several capital projects in the 2024/2025 and 2025/2026 work programme have been identified as part of the Risk Adjusted Programme and outlined in Attachment A.

64. Local board approval is sought for the commencement of these projects in the 2023/2024 financial year, so that they can be prioritised if other, already approved projects, cannot be delivered or are delayed due to unforeseen reasons.

Regionally funded activities included in the local board work programme

65. Some activities from the Slips Prevention and Local Parks and Sports Field Development (growth) budgets are funded regionally and will be presented to the Planning, Environment and Parks Committee for approval after 30 June 2023.

66. The local board has decision-making responsibility for these activities within parameters set by the Governing Body, which include project location, scope, and budget. These activities are therefore included in the work programme.

67. The local board can provide feedback on the activities outlined in Attachment C. Staff will present this feedback to the Planning, Environment and Parks Committee when they consider regionally funded activities.

Process for changes to the approved work programme

68. Some projects in the work programme require further local board decisions as they progress through the delivery process.

69. Where further decisions are anticipated they have been indicated in the work programme. Decisions will be sought as required through local board business meetings.

70. In response to more detailed design and costing information, community consultation, consenting requirements and similar factors, amendments to the work programme or specific projects may also be required as projects progress.

71. Amendments to the work programme or specific projects will be managed in accordance with the established local board delegations to staff.

72. The work programme includes community leases. Lease renewals without variations will be processed by way of a memo, in accordance with agreed delegations.

73. Should the local board signal their intent to change or pursue a new lease that is not contemplated in the leasing work programme, a deferral of an item already programmed for delivery will need to be accommodated.

74. Staff will workshop expired and more complex community leases with the local board and then report on them at a business meeting.

Tauākī whakaaweawe āhuarangi

Climate impact statement

75. As Customer and Community Services is a significant service provider and property owner, the directorate has a leading role in delivering Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan.

76. In providing asset-based services, Customer and Community Services contributes most of council’s operational greenhouse gas (GHG) emissions through its facilities and infrastructure.

77. Property managed by the directorate, in particular coastal assets, will be adversely affected by climate change. The work programme includes actions, consistent with Te Tāruke-ā-Tāwhiri to halve council’s operational GHG emissions by 2030, and to adapt to a changing climate.

78. Actions include reducing operational GHG emissions through phasing-out gas heating in aquatic centres, improving the efficiency of facilities, investing in renewable energy, and adopting the Sustainable Asset Policy.

79. At the same time, the directorate will mitigate GHG emissions and improve climate resilience through delivering tree planting programmes across the region. This includes the transitioning of unproductive farmland on regional parks to permanent native forest and delivering ecological restoration projects with community groups.

80. Recent significant weather events have influenced criteria for renewing assets. Each renewal project will be assessed for flood plain impacts, as well as any new known consequences council has experienced due to the weather.

81. Work is ongoing to build on the above actions and embed climate change considerations into investment decision-making, planning, and corporate policies, including asset management plans and local board plans.

82. As approved through the 10-year Budget 2021-2031, council’s mandated approach to ‘deliver differently’ is also anticipated to help reduce the council carbon footprint by creating a sustainable service network. This may include a shift to digital service models or the consolidation of services into a smaller footprint.

83. Each activity in the work programme has been assessed to identify whether it will have a positive, negative or neutral impact on greenhouse gas emissions, and affect Auckland’s resilience to climate change.

84. The activities in the Ōtara-Papatoetoe Local Board work programme identified as having a positive or negative impact on climate change are outlined in Attachment D.

85. Types of activities in the work programme that will have positive impacts on emissions and improve community resilience to climate change, include community-led environmental and educational programmes, supporting volunteer planting, delivering council-led planting and sustainable design.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

86. The Customer and Community Services work programme was developed collaboratively by staff from the directorate’s departments and Local Board Services, to ensure that the activities and delivery of the work programme are integrated, complementary, and reflect council wide priorities.

87. Development of the work programme also follows a cooperative approach to planning activities through association with other directorates like the Infrastructure and Environmental Services Directorate.

88. Examples of collaboration on delivery are the kauri dieback programme which is delivered by the Parks and Community Facilities and the Infrastructure and Environmental Services directorate, as well as pathway connections funded by Auckland Transport but delivered by Parks and Community Facilities.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

89. The feedback received from the local board through a series of workshops in May and June 2023 has informed the proposed Customer and Community Services work programme.

90. A focus area of the work programme is to respond to local board aspirations through consideration of the local board plans. The work programmes consider communities of greatest need and the building of capacity within those communities through community-led delivery and partnerships.

91. Planning and delivery of some activities involves consultation with the community to ensure that their aspirations are understood and responded to.

Tauākī whakaaweawe Māori

Māori impact statement

92. The provision of services, facilities and open spaces support the realisation of the aspirations of Māori, promote community relationships, connection to the natural environment and foster holistic wellbeing of whānau, hapū and iwi Māori.

93. Attachment B shows local board projects or programmes that are ranked as delivering ‘high or moderate’ Māori outcomes. They involve ongoing collaboration with Māori or are delivered by Māori.

94. Projects or programmes in Attachment A may also contribute to Māori outcomes but are not highlighted as they are identified to have a low or no impact.

95. It is recognised that engagement with Māori is critical. If not already completed, engagement will occur on a programme or individual project basis, where appropriate, prior to any work commencing. Engagement outcomes with Māori will be reported back separately to the local board at the appropriate time.

96. Further information about the response to Māori aspirations as described in the work programme, is captured in the Analysis and Advice section.

Ngā ritenga ā-pūtea

Financial implications

97. Each activity line has a budget allocation in one or more of the financial years e.g. 2023/2024, 2024/2025 and 2025/2026. Where activity lines show a zero-dollar operating expense (opex) budget, this reflects implementation costs met through staff salary or other funding sources.

98. The 2023/2024 activities recommended for local board approval can be accommodated within 2023/2024 budgets and staff resources.

99. The budgets allocated to activities in the financial years 2024/2025 and 2025/2026 in the Parks and Community Facilities budgets are indicative and are subject to change due to any increased costs, inflation or reduction to the overall available annual council budget that may occur.

100. Table seven summarises the budget sources and allocation for each work programme financial year.

Table seven: Ōtara-Papatoetoe Local Board budget allocation

Local budgets	2023/2024 (approve)	2024/2025 (approve in principle Parks & Community Facilities only)	2025/2026 (approve in principle Parks & Community Facilities only)
Operational (Opex): Locally Driven Initiatives (LDI)	1,028,967	0	0
Opex: Asset Based Services (ABS)	20,014,577	0	0
Capital (Capex): Local Asset Renewals - Budget (ABS)	7,010,032	5,596,148	6,453,698
Capex: Local Asset Renewals - Proposed Allocation (ABS)	7,010,032	5,596,148	6,453,698
Advanced Delivery RAP*	0
Capex: Local Asset Renewals - Unallocated budget (ABS)	0	0	0
Capex: Locally Driven Initiatives (LDI) – Budget	105,000	110,282	973,865
Capex: Locally Driven Initiatives (LDI) - Proposed Allocation	34,400	55,600	200,000
Advanced Delivery RAP*	15,842
Capex: Locally Driven Initiatives (LDI) - Unallocated budget	54,758	54,682	773,865
Capex: Growth projects Allocation	250,000	575,000	1,374,391
Capex: Coastal projects Allocation	0	0	0
Capex: Slips Prevention projects Allocation	0	0	0
Capex: Specific Purpose Funding - Allocation	183,598	0	0
Capex: One Local Initiative	0	0	0
Capex: Long-term Plan discrete	0	15,000	70,000
Capex: Natural Environment Targeted Rate	0	0	0
Capex: External Funding Allocation	0	0	0
TOTAL ALLOCATIONS	$7,478,030	$6,241,748	$8,098,089

* See paragraphs 62 to 64 for RAP explanation

101. The budgets are based on the allocations in the Long-term Plan 2021-2031. Budgets are subject to change during council’s Annual Budget and future long-term plan processes. Where decisions on the Annual Budget result in budget reductions, the work programme will need to be amended to align to these budgets via future decisions of the local board.

102. During delivery of the 2023/2024 work programme, where an activity is cancelled or no longer required, the local board can reallocate the associated budget to an existing work programme activity or create a new activity within that financial year. This process will include agreement from each department and will need to be formally resolved on by the local board.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

103. The most significant risk is that delivery of the Customer and Community Services work programme is dependent on the local board approving the work programme by 25 July 2023. Approval of the work programme later into the financial year will result in delays to delivery.

104. The majority of operational (opex) activities in the work programme are ongoing and occur annually. Risks associated with these activities have been identified in previous years and are managed on an ongoing basis.

105. Storm recovery investigation work is still in progress. In most cases, some provision has been made to manage the impacts, but mitigation will need to be refined and worked through with the local boards.

106. There are constraints with accessing geotechnical reports and assessing the asset need and location. Consideration also needs to be given to long term flood impacts. Insurance proceeds need to be understood and will, in part, reduce the liability of recovery. Unfortunately, many insurance claims will take time to assess and process.

107. Table eight outlines the key risks and mitigations associated with the work programme once it has been approved.

Table eight: risks and mitigations

Risk	Mitigation
Non-delivery, time delays and budget overspend of activities that are managed through the work programme.	Having agreed processes to amend the work programme if activities need to be changed or cancelled. Utilising the Risk Adjusted Programme to progress those activities identified as ready to proceed under the Risk Adjusted Programme at the beginning of the financial year.
Health, safety and wellbeing factors, including external influences relating to work programme delivery may impact the delivery of activities, resulting in activities requiring adjustment.	Health and safety assessments will be conducted prior to commencement of projects. Work programme activities and projects will be adjusted accordingly where these risks occur during the delivery phase.
Extenuating economic and environmental conditions, as well as the possibility of further COVID-19 outbreaks, may continue to create capex delivery challenges, including increased material and labour costs, as well as shortages in both sectors, this in turn will lead to increased overall project costs and may lead to delays in project delivery.	Development of the work programme has included consideration of potential impacts on delivery due to extenuating economic and environmental conditions, as well as possibly of further COVID-19 outbreaks for all activities. Timeframes for some activities are set to enable delivery within the agreed timeframe despite possible delays. Increased costs and delays will be managed as part of the ongoing management of work programmes via additional RAP projects, and the rephasing of projects to accommodate increased budget and address material shortages. Where activities need to be cancelled the local board can reallocate the budget to other activities.
Adverse weather impacts - delays to construction due to soft ground conditions and being unable to construct in the rain has impacted delivery of the capex work programme in the 2022/2023 financial year. Should this continue, which with climate change is likely, this will once again impact delivery.	Having agreed processes to amend the work programme if activities need to be changed or cancelled. Delays will be managed as part of the ongoing management of work programmes via additional RAP projects.
The geopolitical factors may result in further inflationary and supply chain pressures.	Potential inflationary pressures have been modelled into key forecasts, however, uncertainties remain. The ongoing cost increase may become unsustainable, and may require a reprioritization of potential work programmes, capital spend and a potential discontinuation of some programmes.

Ngā koringa ā-muri

Next steps

108. Delivery of the Customer and Community Service work programme is scheduled to start on 26 July 2023 and continue until 30 June 2024.

109. Regionally funded projects are an exception and will commence after they have been approved by the Planning, Environment and Parks Committee in August 2023.

110. The local board will receive progress updates on a quarterly basis, with the first quarterly report available in November 2023.

111. When further decisions for activities are needed at project milestones, these will be brought to the local board at the appropriate time.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Customer and Community Services Work Programme 2023-2024	169
b ⇩	Māori Outcomes	201
c ⇩	Regional Projects	221
d ⇩	Climate Impacts	223

Ngā kaihaina

Signatories

Author

Justine Haves - General Manager Regional Services & Strategy

Mirla Edmundson - General Manager Connected Communities

Dave Stewart - General Manager Active Communities

Taryn Crewe - General Manager Parks and Community Facilities

Tania Pouwhare - General Manager Community & Social Innovation

Authoriser

Claudia Wyss - Director Customer and Community Services

Shirley Coutts - Acting Local Area Manager

[2] The actual formula used in New Zealand is contained in the Local Electoral Regulations 2001, Schedule 1A.

[3] It should be noted though that New Zealand’s youngest Mayor (Gore District Council) was elected under FPP.

Chairperson	Apulu Reece Autagavaia
Deputy Chairperson	Dr Dr Ofa Dewes
Members	Dr Ashraf Choudhary, QSO, JP
	Topou Folau
	Vi Hausia
	Lorenzo Kaisara
	Albert Lim

Declaration of board member following a by-election

Governing Body member Update

Board Members' Report

Chairperson's Announcements

Approval for a new private road at 159 and 161 Gray Avenue, Papatoetoe, Auckland

2025 Auckland Council elections - electoral system

Council-controlled organisation update on work programme items (Apr-Jun 2023) and expected milestones (Jul-Sep 2023)

Local board resolution responses and information report - Pursuit of Excellence

Hōtaka Kaupapa / Governance Forward Work Calendar

Record of Workshop Notes

Approval of the 2023/2024 Ōtara-Papatoetoe Local Board Governance Work Programme

Approval of the 2023/2024 Ōtara-Papatoetoe Local Board Infrastructure and Environmental Services Work Programme

Approval of the 2023/2024 Ōtara-Papatoetoe Local Board Customer and Community Services work programme

Exclusion of the Public: Local Government Official Information and Meetings Act 1987

Author	Darshita Shah - Democracy Advisor
Authoriser	Shirley Coutts - Acting Local Area Manager